Developing a Flexible Business Strategy with Remington Begg

In this episode of Agency Journey, Gray MacKenzie talks with Remington Begg, Founder and Chief Remarkable Officer at Impulse Creative, about how his agency has evolved over the past few years. Together, they discuss the updated products and services Impulse Creative offers, the agency’s team structure, and the new roles Remington is hiring for. Stay tuned.
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Remington Begg is the Founder and Chief Remarkable Officer at Impulse Creative. Remington started Impulse Creative 10 years ago to create and maintain internet marketing strategies for small and midsize businesses. Impulse Creative helps brands with website design, social media, search engine marketing, email marketing, and business blogging.

Remington holds a number of internet marketing certifications, including HubSpot’s COS Certification and Inbound Marketing Professional Certification. With a background in graphic design and advertising, he also specializes in logo design, branding and identity, ad design, and more.

Here’s a glimpse of what you’ll learn:

  • Remington Begg talks about how Impulse Creative has evolved over the past few years
  • How much of the agency is retainer-based?
  • Impulse Creative’s flexible approach to working with clients
  • The team structure at Impulse Creative
  • Why — and how — Remington created sites like Sprocket Talk and HubLMS
  • How Impulse Creative’s products and services can bring relief to your company’s pain points
  • The new roles that Impulse Creative is currently hiring for

In this episode…

Nothing in life is as constant as change. Businesses change and marketing strategies change, but the team at Impulse Creative is actively working to meet these new and evolving needs.

Remington Begg, the Founder of Impulse Creative, says that over the past few years, his team has been hard at work to further develop the agency’s product lines. They’ve created software and new websites to bring relief to their clients’ pain points and improve their own processes. These include sites like Sprocket Talk, which helps agencies hire the talent they need, and HubLMS, a site where you can easily build your onboarding training programs.

In this episode of Agency Journey, Gray MacKenzie talks with Remington Begg, Founder and Chief Remarkable Officer at Impulse Creative, about how his agency has evolved over the past few years. Together, they discuss the updated products and services Impulse Creative offers, the agency’s team structure, and the new roles Remington is hiring for. Stay tuned.

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Resources Mentioned in this episode

Episode Transcript:

Gray MacKenzie 0:07

All right, welcome into another episode of Agency Journey. I'm Gray MacKenzie. This week, I've got the privilege bringing a Remington Begg from Impulse Creative. Remington, you're the first person officially, other than myself and Andrew, who's been on the podcast three times now. Yeah. Yeah. Hopefully it's a good thing. It's a good thing. We talked way back in 2016. So it's been fine. A little over five years, since we first had me on then again, little runaround three years ago, in 2018. We were talking about your like, Model T shaped agency. Yep. And and then you guys have continued to evolve a lot and and grow a lot. mewn Impulse grow. When you say Impulse? Do you just say Impulse if you're talking about it internally, or do you say Impulse Creative technically, internally,

Remington Begg 0:50

we call it Impulse Creative. But for friends, we can call it

Gray MacKenzie 0:54

okay Impulse Creative. It is a program that into the brain. ImpulseCreative.com is the site, you guys have built a ton of cool stuff. You've got cool tooling for agencies that we'll talk about, as well. But the last time that we spoke with you had gone through a big transition. Now, three years later, go figure, you've also transitioned a lot. So here's the place that I want to start, though, because there's a million different threads to pull on. If you go to the solutions drop down right now on ImpulseCreative.com. You get revenue engine, brand engine and technical engine, he's talking about what's what so rev ops has become. I don't know who was talking about rev ops in 2018. But that's become a super common. This is like, yeah. So tell me a little bit about the way that you're packaging services right now. And how you guys have shifted the business?

Remington Begg 1:43

Yeah, so last year, last year was a year of quiet reflection, I don't even think it was quiet. I think it was a lot of people screaming and reflecting at the same time, but the we have made a plan in January of last year, January 2020. To really kind of shift into this next phase of being a little bit more growth, growth centric in regards to trying to help a company Beyond Marketing. You know, a lot of agencies are trying to do it with like, sales enablement. And, you know, but are, we noticed that two people that were doing it really well, we're friends with people, like imagine business development, Doug Davidoff, right, he came from a sales point of view. And he was he was doing really well like bleeding into marketing. But we talked to a lot of people are having a lot of problems from marketing, bleeding into the rest. And because it's different meant it's a different mental game, when we start thinking about revenue operations or operations in general. And it's a different expectation. And so in January, we started like, reflecting on what's what's working well, for the agency, what isn't working well, for the agency? Where, where, where have we had the most fun in the past 12 months? Where would we like to have more fun in the next 12 months? And that was like the beginning conversation on it. And we were like, you know, we really want to think bigger picture. We do really well, when we have more context in the in the company. And that was the start of it. February happened. And we're like, ah, and then we got to kind of test that we had two large projects that we're working on. One was marketing only. And one was this more Reb ops mindset focused one. And was the day after the stock market tanked. The marketing ones like piece we're done, you can keep your money. And the other one was like, we really need help. We need to transition our company, we really need to focus on this digital transformation impulses going to be now I'm doing it Impulse Creative is going to be pivotal in helping us achieve this. And that was like a big flag for me on ha, we just had this conversation a couple months ago. And now this is like happening in real time. And the subsequent months, that project executed beautifully. We lost about 20% or so of our retainer based revenue. And we made some pretty considerable Bobs and weaves both on a product basis from a project basis in regards to how we addressed the market. And then in May completely flipped the outside facing story for Impulse Creative, right, it was no longer slow calculated and right. It was fast momentum expertise. Right. And it was because people needed to bob and weave and they didn't want to take 14 months to to Bob. Right, right, because we didn't know how long things were going so so we made that shift and Then, notice that we started seeing this wind of even all the uncertainty, this wind of different questions in the sales process and different overall flows. And it was pretty interesting because it was just messaging change. On the outside, mostly that yeah.

Gray MacKenzie 5:18

So Well, there's a lot there. So heavier loading, ask a couple different questions. One is, how much of the business prior to this was retainer based? And is that? Is it still primarily retainer base? Yeah, so

Remington Begg 5:31

we have never done the blind HubSpot playbook of 90% retainer, that's dangerous, I think 90% of anything is dangerous. We've very, we've tried to be between 60 and 65%, retainer 4035 to 40%. project based. And that has allowed for us to have an engine that could keep up if we needed to, like fill the tank, or slow down depending on like the Bob's in the waves. So we had, we were we were around 65% in March, 1 quarter was really great for us the previous year, in 2020. So that also helped, we had a pretty good growth trajectory until things slowed down in April. But with the retainers leaving, there's a lot of tiny projects that that started flowing in of like, I need a website, like the fact that we're having this conversation in 2021. And people still say, Oh, I need a website because they don't have one. It's happening a lot. And then the operational stuff was pretty huge. Like, we don't we never had a CRM, and now our sales people who can't go out and do things, how do we track it? No, I can come to the office, whatever those things are. Project, the project area of the business was a savior in that point.

Gray MacKenzie 6:59

So we just had Todd Taskey on the podcast here a couple episodes ago. Mergers and Acquisitions for agencies, but pretty far down. From a PE perspective, looking at acquiring a business. I want to see as much retainer revenue as possible. Yeah. I don't know if we ever covered that on the podcast at all. But while you're saying we don't want to we're intentionally not having the highest percentage possible retainers. Yep. There's a couple thoughts that come to mind right away. One is obviously your if those aren't managed? Well, that's where a lot of trouble is a retainer becomes a blank, you know, a blank area to go lose money. Yep, the other one is team turnover. So if you've got somebody leave, and all of a sudden, you're understaffed, but you're committed to being understaffed for six more months? That's a tough situation to be in. Right, which is current state. So but what's the What am I missing? That? Are those the primary reasons? What are the primary reasons that you've got? And where does that ratio come from? Yeah, so

Remington Begg 8:02

ratios come from more of a, you know, we've had the agencies since 2007. So it's, I think it's one of those things where we've been up around 80, we've been down around 40. You know, ultimately, we want to have retainers covering enough of payroll and expenses, to allow for us to do stretch, and, and have some capacities to bring stuff on. I think a big a big thing, if you're 90% retainer, and you have 10 people, and you lose one person, you're trouble. And, you know, so having having some flexibility from a contractual obligation to your clients is really valuable, you know, knock on wood, if we lost someone, we could have some, some one or two or partial person cover for some kind of piece of the pie. You know, from a retainer standpoint, to making sure the client experience doesn't really get faltered. I learned a big lesson way back when the first time that we talked, we talked about agency poaching and stuff. And that was a big area because we lost a lot of talent. And a lot of it was around the retainer side of business. And we lost a lot of it, and couldn't really do anything about it. And the I think as we start to look at those numbers, if you can show this my opinion, if you can show ongoing pipeline, and show that you have this well oiled machine that can generate those projects and keep that revenue running. And also the same thing on the retainer side. I think anyone that looks at your p&l for acquisitions or otherwise is going to realize that there's two machines running quite efficiently, profitability, super important. But I think knowing the numbers is really big too. And then this year, those percentages now have a third. I say a smaller cousin is the product side of the business. But that that we're incorporating.

Gray MacKenzie 10:02

So I want to get to the product side before we get there. Yeah. If I come in right now, what am I? Am I starting with a paid assessment? Am I and this is obviously you're saying, hey, there's variability here between projects. And where else is that split, mostly, the front end is projects, some of those convert to retainers, or some people are going directly to retainers. Other people are just meant to be projects.

Remington Begg 10:25

Funny, it's, it's almost been like a pendulum swing over the past 18 months. Not necessarily like us changing policy, as much as it's the market changing. No one wanted to commit to anything that was longer than last year. And now, we find almost the inverse, they're like, I have budget, I need to make sure that I have the budget allocated for we were always discovery first. So like you could pay us, you could say, hey, I want to pay for a $10,000 retainer. Over the next 12 months, month one is always going to be communicated as and will be, hopefully, very detailed in regards to it's going to be a discovery phase, and maybe some execution if there's like low hanging fruit. But we've got got some more. We've got some more technically advanced, or smarter clients coming in, right there, they maybe they don't have the team that they used to have, and they need some help with executing. And we historically, haven't had that in the past. Like, we're like, hey, inbound marketing is really cool. You should try it. And like let's build a plan. Now it's, you know, what are you trying to accomplish? What, what, what dials Can we turn in order to get the biggest return on effort. And so those conversations have changed. And then now more recently, I've been in the hot seat for sales. We're having these conversations where the problems already diagnosed, it's which path is the right path to go. And I think that agencies get stuck in one ways the right way. When the answer is actually there's 100 ways to do this the right way. Which one's the best way? Right? And kind of looking at it that way. So we're a little bit more flexible. I'd say right now, probably 30% of the clients come in their diagnostic or discovery only. Most of them are coming in like, yeah, we just want to commit to moving forward. This is our problem.

Gray MacKenzie 12:37

So with a more flexible approach, then staffing for that is always the challenge. How do we do that? So are you guys structured as hey, we've got an account manager, a strategist, they're the quarterback, in which case you get you get kind of premium skill set, we can diagnose and say, here's the right plan for you, and then a team of specialists to implement. Yeah, what's this? What's the team structure.

Remington Begg 12:58

So I put a disclaimer in here, like I usually do on these, just because I'm sharing this is how I'm doing it, not how you should do it. So Julie, and Audrey are my two directors. Audrey runs the brand and DevOps side of the business. Julie runs the Reb ops services side Reb ops and growth services side of the business, the on the revenue and gross service side of the business is usually two and a half points of contact at any given time helps with redundancy. And then relatively similar on the project side, as well. So where when we come in, and we're doing the discovery in the diagnostics, some of that burdens coming from the sales side. And then the director or strategist level is helping with the initial goalposts and then it's kind of a team effort in regards to defining, defining and putting together the scopes from there.

Gray MacKenzie 14:03

Make sense? Cool. The product side is super interesting. I've seen a bunch of this stuff pop up. talk to folks who used different components of what you've built. Yeah, I've used I posted a job on jobs that sprocket talk the the job board that you guys put up so tell me start high level just in terms of progress. What's the approach? how did how did that Where did that come from? And then and then we'll go into the specifics of the different sweet this approximate sweet Yeah, yeah.

Remington Begg 14:38

So this I commanded the team or talked to the team and like put goal posts up that we want to figure out a way markets, agencies are gonna love this. I wanted to tell a I wanted to tell our team we need to find ways to cut our costs in half and increase our profit and double profits at the same time. Those are opposing forces. It forces you to rethink how things are done, why they're done. Like, why are we why are we doing it this way? Because we have like we tell people like marketing's not the way you've always done it. It's something different yet as marketers, we have a playbook that we play every single time. Right? So we came in, and we started asking ourselves, like, how do we make it so that we can be more nimble, we can drive more value, and we can fight that whole hour by hour cost, right. And for us, it was productizing, our service delivery, like we've talked a lot historically about how, like documenting processes that need more than three steps. It kind of fits the mold in that regard. So I couldn't find a job board to post like, I miss inbound.org like that, oh, gee, like, let me put it up. And let's have people like know what's up. And we, when we started looking at the effort, we're like, wow, this doesn't exist in the marketplace. And I threw it up and $10 for 30 days in the job posting so I can offset some of my HubSpot costs, because it's all built on HubSpot. Nothing crazy. It's not they're supposed to be making money. It's proving your use case. And then it's showing kind of the what's possible. But we have other products like our theme, evolve theme, which is like a it's more of a framework than it is a theme is technically a theme in HubSpot, but has all the pieces that we use as a as the bedrock foundations for what we build at Impulse allows for quicker time to develop our time to build cheaper, right? Everyone's like, Oh, no, it's cheaper. Like, yeah, it's cheaper. Why would someone pay us to build this huge house when they're only gonna live in one room or like, let's get it up and moving. And so that came that came at the fruit of, you know, the COVID year, but then we started building more specialized things like hub LMS. And how about masters learning management system on HubSpot on our percent. And we deployed that and that has been has had an extravagant response. I think some great timing. In regards to Oh crap, I need to onboard customers and employees and stuff without being able to see them in real life, too. Now, we have, you know, as HubSpot releasing these features, we've got more and more capabilities that are available, building out these productized offerings that allow for us to deploy a framework or a foundation and then customize rather than rebuild from the ground up. We don't have the talent to spend 100 hours on developing a software all over again, want to just tell the client that we won't rebuild it all over again, that we have the expertise of it, and then we'll we'll throw some polish on it and make it theirs. This worked out really well for us. So. So this year, we'll probably end up probably 20% of our revenue will be product based. Well, and then that enables both retainer business and also our service business. Right.

Gray MacKenzie 18:08

Right. That makes a lot of sense. What's the company or product?

Remington Begg 18:12

Yeah. So company is is a framework that we built that is leveraging HubSpot, CRM objects, so deals tickets, deals, tickets, contacts, companies, you know, as the standard ones, but then also now HubSpot CMS enterprise has, you know, has the functionality to allow for custom objects where we can put whatever we want in. And that's been really great. So we're, like for Impulse, we have a services object where that's, that's the portal that the client goes into. We deployed in the HubSpot app marketplace, a PRM, or a partner relationship management software. We're having huge response that people are like, wait, I don't have to pay 10 $15,000 a month for like a fully featured PRM system. I could just live on HubSpot and be automated, what like, it's just like people are kind of not thinking that way. So right now we have an academy version. That allows for a lot of the feature set, we're going to be publicly announcing announcing that here in the next couple of weeks. similar functionality to even what HubSpot has in regards to sharing certifications and different lesson types and stuff. And then we have just the company iOS itself as a framework for us to be able to build these dashboards. So we have like deal rooms, custom quote, templates, all sorts of things. It's almost like a Swiss Army knife in regards to I want my salespeople to be able to see a map of all the locations of their of their deals based on where they are no problem right now and start pulling that data in automatically. So it's Just enables sales to do or enables the teams to do and deliver more efficiently and at the same time should enable the customers to have a more pleasant experience, which is really to the nature of Reb ops in general is optimizing and increasing efficiency, that experience.

Gray MacKenzie 20:21

I would imagine there's an element to there. Going back to our Guava Box days, we didn't ever go super deep into the HubSpot templates, but build out some basic things that had little pieces of functionality that other HubSpot stuff didn't have, right by nature. And that led to a number of deals from folks who found us because they went searching for a specific template found ours for just it. This is great. Now it was customize it and it was a great lead gen machine more than an actual, like front end revenue generator. Yeah. So specifically building out a company is building stuff that you maximize if you're an enterprise client probably gets you in front of the types of folks who'd love to be in front of right as well.

Remington Begg 21:09

And it's solving and it's addressing a problem you know, everyone passed up past people have said like niche down like hard right I know a lot of people that nice down really hard to restaurant that don't existing or nice down really hard for travel and are just really struggling right now. I learned that lesson, the last recession like yeah, sure, nice down and focus. But understand, like, how have something else, we're taking that niche down effect into like, subject matter or pain points, and figuring out where we need to go. So like, Oh, we heard the same, the same pain, like how can we optimize for that? How can we deploy a solution that doesn't take six to eight months to deploy takes two to three weeks to deploy? Like, they're, you know that, that triangle, or sidelong? A long time ago, on a back of a truck. It was like fast, better, cheaper, like pick two, and he had the big the two that were connected. Like, we can start to optimize for a third point. If we're doing it smarter from a company standpoint, sure, it's not as expensive. But if we can deploy it quick, you know, the solution is accepted and it's easier to support systemized. So yeah,

Gray MacKenzie 22:19

a lot of fun. It's ever developers say everything says you got a fast, good or cheap, like you pick up two of them. And when you get laser focus on one specific type of problem, it makes it way easier. You're building something reusable, allows you say good does not always equal custom. I think it's developers love it, because in their mind good most of the time is analogous to custom or Yeah, but but it's really not. It's really not customers, how do you solve that same problem a ton of times over and if you if you can, and have then your deliver on all three, all three vectors, which is cool. 100% give us a couple of the we'll include these in the show notes too. But in case people are listening and wanna check it out, right now aren't on the show notes. Company. Oh, so the job board is jobs.sprockettalk.com Yep. LMS and company with

Remington Begg 23:11

Yeah, company HubLMS we just bought the.com so it's hubLMS.com And then we have company os.ImpulseCreative.com or you could search for a company in HubSpot at marketplace, and you can see the video for the PRM system. That's awesome.

Gray MacKenzie 23:29

Yeah, what? I'm curious about how you guys are managing. You got all this different stuff that you can do. You've got, you've got the services, you've got the retainers. Yep. And a lot of it, I would imagine. We've talked about some of it. But yeah, there's a lot that flows together, the same customer at different points in their journey should be in one bucket or another two buckets and time are all three buckets at the same time. I'm curious how you have that setup, in terms of who's running the account, how your accounts team can get people to a point where hey, here's the next product in the suite you ought to consider looking at or here's the here's the next piece in the relationship. Have you designed for the end? I don't know if you asked me in our business right now, like the biggest revenue if you can from the outside, and we're to optimize our revenue. Yeah, we got all these customers, we're helping them streamline their processes rather than get launched and click up. And we're just scraping the surface in terms of what we can do on the surface in terms of what we can do on the back end, helping them scale and optimize that experience for them. So you guys may be farther along, you might be in the same place that we are. But how is that designed right now?

Remington Begg 24:41

Yeah. So we have, we have our own company, which helps. So we've got an area of the business that we've been toying with but it was very heavy sprocket talk. Now we're calling it learning Ops, where George and Dan on the team are their job is teaching how to use HubSpot. But then also onboarding customers, we have the project and the Reb ops teams, right. And those, all of them are running off of similar playbooks in regards to they all come into the system. The dashboard is ours, the dashboard that the client gets to see shows their services, and based on what they purchase, they also shows related content and also shows related services. So we are thinking more like software rather than a service base. And so there's this like, Oh, I didn't know you did that. Just naturally, that happens. A lot of times not, we're still deploying and finishing this up for some, some segments of our company as well. But, you know, the onboarding side, like, they start the calls with the share of the screen that shows all of the stuff that we can do or have done, which is really helpful as well. And so, so that's a little bit more natural, a natural flow. I think that as we start to think through some of these things, we're having more engaging conversations, because the products are solving the pains that a lot of our customers have or have had. So it's a natural, oh, I want to know more about that. And it comes across as a pain relief, rather than a pain point. Because it's, I don't want to have to think about doing that. That sounds like it'll hurt rather than, oh, it's already figured out. And so we've been trying, and we're, we've got another wave of slight adjustments to our messaging to kind of reinforce that. But to answer your question directly, from a UI standpoint, we're trying to incorporate an introduced content, but also introduced services as well. That just makes sense.

Gray MacKenzie 26:54

Okay, putting it in front of people, I'm doing everything I can right now, to dummy proof, a lot of our stuff. So one of the things I want to connect with you about off air is Obama, and how you're using. And so we'll take a tool like a Boma, that we've been using for a couple months here, interview agencies who are using it, if it's if it's okay, this is the best tool for this specific use case. Find out what agencies are doing what what are they doing best what's worked for us, and we'll put together some training. And then that'll get involved in cluded, in our process library that we're giving to agencies and rolling out. And so then the tech stack that we want agencies using or would recommend, hey, if you're looking to solve this problem, here's the tool that we've seen work best and the same investor as other agencies, we can give it there. And so instead of me having to remember to tell somebody or our entire team needing to know every single in and out of every tool, it's all a centralized database there people can should know about it, there should be training, but I love the way that you're approaching that. That makes a lot of sense. And I think agencies, there's huge opportunity for optimization there in aliens, we got all these other resources, we're doing the same thing with service partners. Here's your Tell me about the accounting and bookkeeping firm that are that, basically, your CFO, that partner? How do we take those recommendations and put them in, hey, here's if you're an agency looking to solve these problems, here's the service partners that we don't touch the sales side, you should talk to do regular sales, your agency or you know, whoever the whoever those recommendations are. So I love that approach that you guys are taking.

Remington Begg 28:26

So I think what's interesting about what you're just saying was, from a resource standpoint, that's where like the LMS can be trusted for onboarding employees, too. So we just brought on three developers. Within a three week period of each other, we brought them all off. It's a lot of change for a 15 to 18 person agency, right? We built out a curriculum for them, in regards to like, this is how we do it. This is our current standard process. This is all the pieces we deployed in our own internal LMS. It's there. And now it's really, even before we're like, how do we prefer to code is a camel case? Is it using dashes, like whatever those things are, right. And all of a sudden, it's like, it's more stringent. That part's worked out great. But what I love about what you just said around the partners is, and I was just on a call with Alex Glen, from partner programs. And one of the things I talked about is like, will that partner and then we'll bring in and ask them to do a demo and have a recorded but then call out the things that are like compelling use cases. That time savings, having that and not having to go back through and do that demo and making it more a sink is more valuable than a lot of times the services that we offer in regards to the client doing something because I think everyone's like, oh, they're competing against other agencies. No, we're actually competing is doing nothing. Right. And that's doing nothing is much more comfortable. I can sit on the couch and do nothing versus Like actually doing and focusing on an area. So like, having the plan, exuding the confidence, but then also having a resource that is like silver platter. I mean, that's how Amazon's winning. Right. And so I think that we could, as agencies, we can take that book and weave that ribbon throughout pretty easily if we stopped and think,

Gray MacKenzie 30:23

for sure. Um, we're gonna put on the thing, which is around the team side. So you're hiring right now, I want to say it's ImpulseCreative.com/careers. Right? Yeah. And I remember seeing that you've got like a growth marketer role. I think there's an inbound marketing, role content side of things. In terms of who you're recruiting, yep, maybe you can share the roles real quickly, we can give a shout out to those specific roles right now. And obviously, when the school decide that maybe slightly different, we're probably ready to check it out three weeks, three weeks at a time. So check out the URL to see what the opportunities are. And then curious about what you found. The best results outside of jobs. That's rocket.com. Yeah. Where else? Are you finding people?

Remington Begg 31:12

So hirings hard right now. We're a remote agency we've been we were mostly remote for several years. And where we're not just competing, like being remote with a level up in January of 2020. Being remote is a requirement. Now in Yeah, was it June 2021. Now, I don't know how it's June. I feel like it should be February. But, um, but that's another story. So so that was that was a big shift we had, it's easily taken twice as long to hire. With the same tactical ways and reasons and same brand exposure that we've had historically, it's easily taken twice as long, which means twice as expensive. Which means like, there's downstream effects of that. So putting it out to everyone, it's hard. So you have to figure out how do we define step like step out, like, look at your employer blant employer brand, like how well is it working? Are you going to compete against gardener or HubSpot for that matter, or any of these larger like SAS companies, you're gonna have to figure out ways to to stand out. were real big on, we have human as the acronym for our guiding principles and helpful understanding meticulous, authentic and noteworthy has like the key, the key tenants of the individual. putting that out in the universe has been really helpful. Because people like oh, yeah, I really like that about this part of my organization, I want to be around people that are or vice versa, it's a great way for us to measure. But going back to the actual position, so we're hiring a UX designer, we are, we have already hired one we want to bring on a second, we are toying with the idea of bringing on another salesperson, it's probably going to be June as of this recording, it's probably going to be at least four to six weeks till we make a decision on that one. And then we are hiring for a content content marketer. primary focus is copywriting. And also strong SEO chops is preferred. And then we're hiring a senior growth marketer for Impulse Creative, they would be the marketer that advertises us. We are their only clients, they will not touch client work other than client interviews. And the big tenant there is we don't want them to follow a playbook. We want them to create a playbook and that's probably one of the harder parts is marketers are really good at following playbooks we're bleeding edge, I'm not supposed to say that we're, I'm supposed to say we're cutting edge. But our approach to things is not the same as normal is not same as what's out so it's not an easy job. But it's it's a huge opportunity. And we've got so many things in the hopper. It's a matter of getting the megaphone out and putting in the right direction and then going so we're we're stoked about that one me personally am because that'll take some lift off of me. Right And yeah, ImpulseCreative.com/careers. Check us out. Hit me up on LinkedIn, whatever you want. carrier pigeon.

Gray MacKenzie 34:36

That's right. Awesome. Well, we're, we're at time I would love to there's a bunch more to to pull you in. So that'd be that'd be part four here. We'll continue their own comeback. But Remington has been a blast to have you on Thank you for coming on. Again. Any other any other shoutouts that you want to give here as we're wrapping up any other places we mentioned the website, mentioned the careers page any other places to point people

Remington Begg 34:59

um Hit me up on Twitter or, or even Facebook Messenger at Remington Begg. Yeah, please don't email me. Exactly. Just hit me up on either of those. Happy to answer any questions. We're pretty open book especially Awesome. Thanks.

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