According to a CMO Council report, 85% of C-level business leaders view strategic partnerships and alliances as essential or important to their business, but only 33% report having a formal partnering strategy in place.
If you’re anything like me, you want to be among that top 33% who are leveraging partners and delivering positive ROI, and that’s why I am starting this new interview series with a bang. I’m talking to one of the leading experts on strategic partnerships, Dr. Mark Brigman, author of PARTNERNOMICS, and he’s going to be sharing with us his Strategic Partner Leadership Model™ and more.
Mark is an expert at architecting partnerships that result in a competitive advantage. Throughout his career he led hundreds of global multi-million dollar partnerships touching nearly every industry. He authored PARTNERNOMICS, which introduced the Strategic Partner Leadership Model™ (SPLM) as the culmination of his 20+ years of experience in forging industry-leading partnerships. Mark earned a Masters in Economics and a Ph.D. in Business Administration.
If you own a business and want to grow, there are a couple of options you can explore. The first is to grow organically, through the typical avenues of sales and marketing that we’re all familiar with, even though it’s slow and incremental. You can also grow by acquiring another business, but of course that requires tremendous capital and opportunity. There’s a third approach, of course, and that’s what we’re diving into today. If you’re looking to take your business to the next level, this interview and series is for you.
Welcome to Partnership Unpacked, where I selfishly use this time to pick the brains of experts at strategic partnerships, channel programs, affiliates, influencer marketing, and relationship building… oh, and you get to learn too!
I’m Mike Allton, Head of Strategic Partnerships at Agorapulse, and in today’s episode, we’re talking about some of the core principles and foundations of strategic partnerships because it will help you grow and scale your business exponentially. Because let’s face it, there’s only so much growth you can accomplish running one marketing campaign after another. To truly reach wider and wider audiences, you need to partner with other brands and influencers. In this series I will be talking to brands about their influencer marketing programs, affiliate programs, channel partnerships, product integrations, and more. But with today, the first episode in the series, I couldn’t have imagined a better guest to start with.
Mark helps us to see and understand:
- Why only 33% of C-level business leaders report having a formal partnering strategy in place.
- What the Strategic Partner Leadership Model is.
- What is meant by the ideal Partner Development Leader.
- How those in Strategic Partnerships can be more assertive.
- What ideal Strategic Partnerships look like.
- Examples of failed partnerships to learn from.
- Examples and metrics of success for product integration partnerships.
Learn more about Dr. Mark Brigman:
Full Transcript from this episode of Partnership Unpacked[00:00:00] Mike Allton: If you own a business and want to grow, there are a couple options you can explore. First is to grow organically through the typical avenues of sales and marketing that we’re all familiar with. Even though it’s slow and incremental, you can also grow by acquiring another business. But of course, that requires tremendous capital and opportunity.
But there’s a third approach of course, and that’s what we’re diving into today.
This is Partnership unpacked your Go-to Guide to Growing Your Business through partnerships quickly. I’m your host, Mike Alton, and each episode unpacks the winning strategies and latest trends from influencer marketing to brand partnerships and ideas that you can apply your own business to grow exponentially.
And now the rest of today’s episode, if you’re looking to take your business to the next level, this interview in series is for you. Welcome to partnership unpacked, where I selfishly use this time to pick the brains of experts at strategic partnerships, channel programs, affiliates, influencer marketing, and relationship building. Oh, and you get to learn. I guess let’s face it, so, so much growth. You can accomplish running one marketing campaign after another. To truly reach wider and wider audiences, you need to partner with other brands and influencers. In this series, I will be talking to brands about their influencer marketing programs, affiliate programs, channel partnerships, product integrations, and more. But today, first episode in the series, I couldn’t have imagined a better guest to start with. I’m here with Dr. Mark Brigman. Mark’s an expert at architecting partnerships that result in a competitive advantage. And throughout his career, he’s led hundreds of global multi-million dollar partnerships touching nearly every industry.
He authored Partner Dynamics, which I’ve been pouring over and introduced the strategic partner leadership model or S P L M. It’s culmination. It is 20 plus years of experience in forging industry leading partnerships. You’re a master’s in economics and a PhD in business administration. Please welcome Dr. Mark Brigman to partnership unpacked. How are you doing, mark? Good. How are you doing, Mike? Fantastic. It is so good to have you here.[00:02:24] Mark Brigman: Yeah, likewise. Thanks for the opportunity. Yeah. [00:02:26] Mike Allton: Can you tell us a little bit more about yourself and why you wrote and founded PARTNERNOMICS? [00:02:30] Mark Brigman: Yeah, absolutely. I guess the story is I’m an entrepreneur.
Partnernomics is business number six. I’m the product of two lifelong business owners, lifelong entrepreneurs. So I guess I kind of had the bug in my genes, uh, from the beginning. But Portos and, and what we do was born out of like any company. It was born out of Payne and an opportunity. I started my career at Sprint, at their world headquarters in Kansas City in the late nineties and quickly found this world of partner.
One of the first things that I found so fascinating is, as you’d mentioned, I went through, got a Bachelor’s degree in economics and felt like I still had more questions and answers. So I immediately went into a master’s degree in economics, and I think in those six years, I’m not sure that I ever heard the word partnering one time in one of those business courses, so I didn’t know really what the hell partnering was.
I mean, conceptually, obviously I knew what it was, but from a business perspective, I didn’t. And so in the early two thousands, I had an opportunity to jump into a wifi team. I so wireless fidelity, we all know what that is today. We all get it for free today. Well, that wasn’t the case 15, 17, 18 years ago.
So that was my first foray into partnering and man just absolutely fell in. Yeah, but I guess with PARTNERNOMICS, I mean, so why PARTNERNOMICS? Well, I was about five or six years into my career and doing this, uh, partnering thing and had the opportunity to run the business development work for Sprint tv, one of the largest mobile television products at the time, and.
I’m wanting to develop my team members to be able to do this partnering thing a lot better, and I was always jealous of my sales counterparts that follow all of these different sales training methodologies and they go to these sales boot camps and they follow these sales thought leaders, these Zig Ziglars of the world.
I was like, where’s that stuff at for partnering? Well, nothing like that existed. And so I set out, actually, as you had mentioned, a part of my PhD program was digging into the question. What are the imperatives of partnership success and basically for the next seven years, I dug into that on a personal side, on the education side, as I was living day to day doing deals with some of the biggest companies in the world at Sprint.[00:04:48] Mike Allton: Very cool. Very cool. So there was a stat that was right in the front of your book and it really struck me. It said that the latest research shows that 85% of sea level business leaders view partnerships and alliance as essential or important to their business, which makes sense, right?
But only 33% report having a formal partnering strategy in place.
Why do you think that is?
Why Aren’t More Strategic Partnerships Programs In Place?[00:05:11] Mark Brigman: Yeah, partnering is one of those interesting things. I, I liken it to cooking. Everybody knows how to cook. Everybody cooks, but it doesn’t mean that we’re all Chef Ramsey . You know, I think partnering is one of those things. It’s, it’s fascinating to me, you know, just like Jay McBain says that 75% or over 75% of the world’s commerce goes through indirect, goes through partnerships, but yet in college, or even in courses, professional development courses, how much do we hear about partnering?
Well, we don’t. And so partnering is one of those things where, I mean, may sound egotistical to say this, but you kind of don’t know what you don’t know. And so I think until you’ve really tried to look at partnering as a science and you literally look at all of the hundreds of landmines that are in this very complicated web of processes, it’s hard to even know where to start or what should we do?
You look at just entrepreneurs that start businesses, how many of them start off with a business plan? Very few. They start off with an idea and they go straight to execution. And I think that’s it. People can have an, I have an idea of what they wanna do through a partnership and they immediately go to execution.
And literally it’s not until they’re two or three years down the road and they’re like, man, there’s gotta be a better way to do. Stop time out. There’s gotta be a more methodical way to do that, and that’s literally what PARTNERNOMICS is, is that foundational, that methodical underpinning of how to do partnering very strategically, very methodically.[00:06:40] Mike Allton: You are so right. You don’t know what you don’t know. My boss, they told me, my bosses told me last quarter, Hey Mike, I want you to build some kind of a dashboard, right? So that we can all see what’s going on with partnerships. It’s like, okay, what did we put in this d. We don’t know . That was kind of the response, right?
We just want a dashboard. So I was starting to go out and do some research and, and read up what goes into a partnership dashboard. We kinda had to figure that out. We had to ask the question right before we even knew that we needed it. We had to wonder what that is. So if you’re just tuning in, we’re talking about strategic partnerships and why it’s important as a business to create a foundational approach to the way you engage with the brands.
And I’m talking to Mark Brigman, author of Partner Dynamics, and one of the foremost. Experts on strategic partnerships in the world. In fact, mark, in your book, you outlined a business model for strategic partnerships that’s both unique and compelling. Can you explain the strategic partner leadership model to us, or,
What Is The Strategic Partner Leadership Model?[00:07:39] Mark Brigman: yeah, absolutely.
Like with all of us, there’s experiences that we have in life and business, whatever, and then if we think there’s value there, we try to develop. And so the last three years, it was painful at the time and I didn’t realize how valuable it would be, but the last three years that I was at Sprint, I was on the core team, was called a Network Advantage agreement, the Network Advantage deal, and it was essentially a seven year 5 billion with a B $5 billion relationship with Ericsson.
And so essentially Sprint was Rebadging about 6,000 employees over to Erickson to do the management of the network. And so going into this massive, massive strategic partnership, by far the largest ever attempted in the world Sprint Am both Erickson had contracted with, had worked with it seemed like all of the big consulting c.
That were out there to try to gain some insights. How should we do this thing, this massively complex piece? And at the after three years of just seeing all of that unfold, I learned a lot from that experience. What to do, the goods of the bad to man. So it’s what learning is. And so from that experience really, I would say that’s where the strategic partner leadership model SPL l m model was born.
And so, What we do in all of these different frameworks, we leverage, you know, our forefathers and fore mothers, those that came before us, that put these models together, but try to bring some clarity and some insights as to how to do this. I think this kind of even piggybacks on the question that you asked before around the strategy piece, but the bigger question is, Where do we even start whenever it comes to standing up a partnering group, this partnering function, and I think that’s where we start.
Let’s start with the function itself, the team, the department, the whatever it is, depending on if you’re a Fortune 10 or if you’re a startup, you have to define what that partnering function is and what it’s going to provide to your company. And so the strategic partner leadership model is a six element model that.
Highlights, all of those core pieces of what needs to be put in place before you ever even talk to a potential partner.[00:09:58] Mike Allton: That’s awesome. I love the kind of high level purpose for what you just described. You went through something yourself and kind of figured it out yourself and identified that, oh, this wasn’t documented before.
Nobody was teaching anybody how to do this, so. I’m gonna do that. It’s exactly what I teach my blogging students, right? When they figure something out for their business document, it publish it. Usually it’s much smaller scale, right? Like for instance, I’m using a D S L R camera to broadcast my video.
So I blogged about how to do that.
It’s just simple step-by-step instructions. But you identified a need that was even larger. It was large enough to create an entire business around. So I think that is fantastic. Now in your book, one of the things you described was the ideal partner development leader. That person is responsible for crafting and nurturing these relationships as being entrepreneurial.
Can you explain what you meant by that, particularly for those business owners listening who might be considering hiring or designating somebody else to handle those partnerships?
What is meant by the ideal Partner Development Leader[00:10:58] Mark Brigman: Yeah. Well, I think the way that I view partnerships and the way that I try to wrap my head around partnerships from the very beginning is to see we’re at on the continuum.
A particular partnership lands, and so what the hell do you mean by that? So partnering is on a continuum between very transactional on one side. So that is kinda what we call the commodities based side, where it’s short term. Low commitment. Typically it’s all about price. And then you have the opposite end of the spectrum, which is truly strategic partnerships, and those are sort of the high innovation partnerships.
There’s not a script written for it, so we have to engage in some intense collaboration in order to uncover and discover what this partnership is going to be as we head down the road. And then there’s everything in. And so the partner dynamics methodology addresses all types of partnerships from the very traditional side all the way over to the highly strategic side, but specifically on the strategic side, we actually say that there’s three core traits that these partner development leaders need to have.
And as you mentioned, the first is being entrepreneurial. And so a lot of times we hear about these intrapreneurs, right? These really sharp, highly talented business professionals that actually work inside of companies, work inside of organizations to build out product services, these different solutions within the company.
And man, especially as we step even further into the future, this. Ecosystem world, right? And this decade of ecosystems that’s out in front of us, it’s all about differentiation and creating more value for customers. To kind of geek out for a second, we have, uh, Clayton Christensen, you know, the, is published some phenomenal books.
If you ever heard the word disruption in business, uh, he’s the one that popularized that. But Clayton said that traditional business schools have us see our core compet. And they tell us to stay inside your core competency. Anytime you get outside of the core competency, you know that’s when you’re going to hit risk.
But then Clayton come along and said, well, don’t worry about yourself and your business and your products and services. You kind of don’t matter. It’s all about your customer. Put your customer first or your ideal customer first, and understand what they are trying to solve. It’s their job to be done.
What are they trying to accomplish? And then you have to figure out how your core competency can play a piece of what that big solution is, right? We call it the easy button, making the easy button bigger. And so now what we’re seeing unfold is all of these different companies are teaming up. They’re partnering to build solutions.
And so it’s no longer kind of the old days of General Electric or these huge companies that try to run the organic approach and then also pull some acquisitions and partners as as they go. But really there’s more opportunities now than ever before, especially in the software age, as digital age, as data age, to be able to team up with other companies to put these solutions together.
But it’s really that entrepreneurial mindset. It doesn’t matter if it’s your business or your company’s business, it’s really having that entrepreneurial spirit and vision and drive and tenacity and open-mindedness to question everything, but always be looked to create value for the end customer. And then if your company, if your organization can play a unique piece in that, you get an opportunity to.[00:14:38] Mike Allton: I love that. It’s so interesting, and I also, I gotta say, when I was reading through your book and you were talking about some of the other traits, right, that these people were having, you know, you were like, you know, they’re good listeners, they’re empathetic. I’m like, oh yeah, check, check. Right. Then you mentioned that being assertive, it’s actually one of the most critical traits.
You at least natural, which makes sense. I know I am highly averse to conflict. How do you suggest that someone like me get better at being assertive?
How those in Strategic Partnerships can be more assertive[00:15:06] Mark Brigman: Yeah, great question. And even the conflict piece is really interesting too. So yeah. On the assertive side, what’s interesting about the partnering side, this partnering lane, relative to or as compared to, you know, I say sales where we do a lot of partnering as well, but sales is more transactional, right?
We’re driven by quota, very short term, a partnering side. We’re typically running this long-term path, this long-term lane. Because we’re working with other organizations, other professionals, we don’t decide what their merit review is. We don’t decide what their bonus is. , you know, we don’t get to quote unquote control them.
Right? We just have to influence them. So on the assertive side, there’s this delicate balance. Another thing that we talk a lot about is emotional inte. And that’s a discipline that absolutely fascinates me, and I think that the best partner development leaders out there are the ones that have high emotional intelligence.
They’re just really in tune with others. But yeah, on the assertive side, it’s really finding partners that you share this common vision of a better future with. And then, Really coaching them, coaching them, work with them to continue to push things forward. In the partnering lane, we don’t have, typically, we don’t have a quota or these rigid gates.
We should set goals. We should set benchmarks, we should put out this chartered path in front of us. But the assertive side, the ones that are assertive, are the ones that are able to continue to make progress and make momentum toward those collective goals that we share with our partners.[00:16:52] Mike Allton: That’s so interesting and I love how you talked about control, a lack of control, right.
And vision. Cuz I, I’m not gonna read it. I want, I don’t wanna spoil it for the viewers, but one of the things that actually impacted me the most was at the end of the book, when you start talking about the difference between a manager and a leader, it just really, really struck me and hit home and it kind of hit me.
It’s like, oh, why? Yeah. That’s why I don’t like being a manager. I’ve been a manager, kind of good at being a manager, but didn’t like managing by your definition of managing and, and totally made sense to me. So that was interesting. But for those of you watching, you gotta read the book, partner Dynamics Tech, pick it up on Amazon.
I put the link in the comments, right. So, well, my cat touch on that for just a second. Yeah, go ahead.[00:17:33] Mark Brigman: So, you know, it’s, it’s not that they’re mutually exclusive, right? It’s almost like you have this telescope and this microscope, so you kind of do both. But what Mike’s referring to is, you know, on the management side, Management is more about control and we kinda lay out this path and it’s, it’s all about, you know, the metrics as, as you mentioned before, it’s all about kind of outlining, are we winning, are we not putting scoreboards in place?
Totally makes sense. But what’s different with leadership and especially partnerships, is it’s only about influence. Right. Just as you mentioned before, there’s three ways that we grow businesses. There’s organic, we’re going to do it ourselves. There’s acquisition, we’re going to get the checkbook out or the third ways through partnering.
That partnering lane is non-equity based. So what does that mean? It’s all and only about influence. So then how do you unpack that? Well, that’s what really brings the importance of the shared vision. Having alignments or wanting to go the same way we shared cultures. We’re motivated to go in that direction, but you’re never going to be able to force them to do that.
It only comes through influence, and I would argue the best synonym for influence is leader.[00:18:49] Mike Allton: Awesome. That’s fantastic. So let’s go a little higher level for a second, and I’m curious to know what you think about or how you would describe the ideal strategic partnership. What would that look like to you?
What ideal Strategic Partnerships look like[00:19:02] Mark Brigman: Yeah. Awesome question. One of the things that I’ll say to kind of kick this off is I think a lot more time needs to be spent on the pre-contract signature relationship, really relationship building, but really uncovering and unpacking where that company is trying to go. And so I kind of use this analogy of an interstate with the two lanes in these two lanes, they always go together, and so the partnerships that are going to have the best results in the end.
Are those companies that are just naturally aligned, they’re going the same direction, they’re going to the same place, but they have access to different resources, and the resource that you have, the resource that they have are complimentary. And so as you’re going down this path, you’re going down this lane.
You’re not constantly trying to convince them to get their lane closer to you. They’re naturally already there, but you have opportunities to continue to feed value to each other’s company as you go. And so really whenever we boil it down, there’s three components that are needed for partnership success.
Cultural alignment. Do we believe the same thing? Do we communicate the same way? Are we similar from a cultural perspective, strategic alignment? Do we have the same goals? Are we trying to go to the same place? Are we going the same speed? And then the third is just the terms of the deal.[00:20:31] Mike Allton: Yeah. That’s really interesting.
I know you gave some really great examples of partnerships in your book. Talked about Apple and McDonald’s and more. What about the not so great, maybe not a specific example of a failed partnership per se, but what do you see businesses doing wrong most often?
Examples of failed partnerships to learn from[00:20:47] Mark Brigman: So I would say two things come to mind.
Number one, especially in kind of the referral partner side or the channel partner side. I think most programs are constructed from the beginning of, let’s go find this big net. Let’s cast it out there, and whoever will come on board as a partner, whoever will sign our partnering agreement. We’ll let ’em, we’re gonna call them a partner and we’re going to hope , we’re going to pray.
Mike, you’re only part of the 99% that do this, so don’t feel bad. Yeah, . But, uh, you know, we should view partnerships as a department that’s an extension. Of us, right? We should view our partners as a team that is connected to us. Mm-hmm. , and it should be a competition. It should be very real, who we allow to be partners with us.
It’s unfair to them to select them as a partner if they won’t be successful. And it’s unfair to your investors and your company and everybody else that’s relying on you to allow people to come in and to be a partner. If they’re not set for success, and this kinda goes back to the what I said earlier, I firmly believe that over 50% of partnership success.
Happens before the deal is ever signed, or it could be predicted before the deal is ever signed. So I think as partnering professionals, we need to do a much better job of vetting on the front end. And then the second thing I’ll say is a lot of CEOs, senior executives, even going down, they view partnerships as a less expensive alternative to a direct sales team.
While this direct sales team getting these people trained up, up to speed systems, processes, software, all of this stuff, it’s so dang expensive. Can we just go partner up with some people who already have connections into this world and just do this through a partnering lane? Yes. But it needs to be a different approach, right?
So I am a firm believer that companies need to nail it than scale it, right? I’m gonna just say, I’m gonna borrow some words from my friend, Nathan Furr, nail it, then scale it. If you don’t know how to sell your solution, don’t expect a partner to be able to do. And so from an executive perspective, I would say to the executives, yes, absolutely partnering can be faster, less expensive, more efficient.
It can be all of those things, but again, you have to be really methodical and kind of understand what it is. But from a sales perspective, if you wanna talk about, you know, sales channels. You have to be able to coach them and equip them to be successful. And if you don’t know how to do that yourself, your partners surely won’t be successful.
They won’t know it.[00:23:43] Mike Allton: Absolutely. And I, that’s so interesting, and I loved your first point about being more selective, right? Cuz that was actually a nuance that I picked up in the book that I was like, oh wow, you were talking about term sheets and in introductory calls, and you just kind of suggested or hinted that, hey, don’t just offer this partnership to that potential partner, right?
Specifically say, Hey, we’re considering other partners and we wanted to have this introductory call with you, and then, and then take it from there, which that’s a step I had not done. I was just pretty much, Hey, whoever wants to partner with us. Like I told you, you know, before we started, I did that big summit last quarter and it was just whoever wanted to be involved.
Let’s be. Could have done it a different way, could have done it a better way. So that’s fantastic. I have a selfish question for you. So in your experience, have you worked with or been involved with any business partnerships between software companies where features of one were integrated into the other, and if so, what kinds of metrics might one look at in those instances?
Examples and metrics of success for product integration partnerships[00:24:43] Mark Brigman: Yeah, so I would say the bulk of my career has been in the software space. Mostly mobile, but software. Software. Right. Especially today, it’s every. So it really depends on exactly what the solution does. So it’s everything from information management to, you know, for three, four years I ran Sprint tv. It’s all about video content.
There’s music content, there’s all sorts of. Different pieces and components that play into this, but I think from the front end, some of the things that needs to happen is to really define what does this relationship look like? What are we trying to do? A lot of times we talk about kind of the intel inside where one software company will have particular capabilities and they want to set that capability into another application, but there’s kind of a full spectrum.
So you have the front end sales side. Of different metrics that you’ll want to capture, but then you also have the performance side as well to be able to capture all of those metrics to be able to continually evolve and, and add additional value to whatever your solution is for end customers. So I think, you know, kind of those metrics go into both sides.[00:25:57] Mike Allton: Very cool. I’m gonna be replaying this for our, at our product. As I was telling you before the call, product integrations is something we desperately want to do at a Agora Pulse, but we’ve never done it. So, I mean, like we said at the very beginning of of this interview, what you don’t know, you don’t know.
And so this is all new for us. I’ve been doing tons of influencer partnerships and brand partnerships from a marketing. Perspective, right? But product integrations, that’s a whole new ball of wax for us.[00:26:21] Mark Brigman: So, yeah, and this is a huge, huge topic as, as you mentioned, and you know, and it’s a growing topic, right?
There’s all of these different, uh, SaaS companies that are out there, and as I had mentioned before, right, this Clayton Christensen, what’s the job to be done? Our customers are now expecting the solution to do more. They’re expecting that easy button to get bigger. It’s really interesting. I heard something, oh, it’s been a couple months ago now, but they.
No matter what your company is or what you do, Amazon is your biggest competitor. I was like, well, that’s interesting. They’re like, Amazon just gives customers whatever they want, right? And they give them this great customer service, this great experience, go in and rate reviews, and if you don’t like it, you can return it.
So it’s kind of changing the bar from a, a client facing perspective, right? This, this customer satisfaction perspective. And so for us, you know, with APIs and these new ways that we can more efficiently, more effectively connect with other software packages, we’re only going to see this proliferate.
Really, this is a huge component of this ecosystem, this ecosystem world that is unfolding in front of us. It’s in large part because of software solutions are able to work together more seamlessly and more so by the day than what they’ve ever been able to before. So a lot of these questions around intellectual property, revenue shares or payments and how these products and services evolve.
We had talked to you and I talked earlier about influencer channels and retention channels and all of these other aspects. Partnering is really becoming a very wide discipline that has a lot of different components that we need to wrap our arms around to become world class. It’s exciting.[00:28:12] Mike Allton: It’s exciting to have all this potential, all this uncharted territory, all these different things that we can do, all these levers that we can pull, as my boss likes to say.
Absolutely. Business. Yeah. Mark, this has been terrific and I want to thank you so much for lending us your time and your insight in the partnerships. I can’t wait to get started with your partnering Foundations course at partnernomics.com. And for those listening, what’s the best way to reach out to you if they have questions?[00:28:38] Mark Brigman: Yeah, I’d love to just connect on LinkedIn and just fire in questions that way. You could go to our website, partnernomics.com and pretty much the bottom of any page, there’s uh, ways you can toss in questions to us as well. But yeah, our mission is to make strategic partnering become a core competency for every client.
So if, if you’re interested in becoming world class A partnering, we we’d love to, to be a resource for.[00:28:59] Mike Allton: Fantastic. And that’s all we have for today. Folks. Don’t forget to follow me on LinkedIn if we aren’t already connected because coming up we’ll be Patty McGill from Partner Pixel, followed by Nicole Pons from S e m Rush Rob Walsh from Libson, and if you are watching the replay
listening to the podcast, don’t hesitate to comment or reach out if you have questions.
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