Latest / The Action Catalyst / Branding Queens, with Kim Rozdeba (Marketing, Promotions, Customer Relations, Olympics)

Transcript

Branding Queens, with Kim Rozdeba (Marketing, Promotions, Customer Relations, Olympics) · The Action Catalyst

• 0:20
  Stephanie Maas: Hi, hello. So you know, I'm in Nashville.
• 0:23
  Where are you?
• 0:24
  Kim Rozdeba: I'm in Calgary, Alberta, Canada.
• 0:26
  Stephanie Maas: Oh beautiful. My folks went to the Winter
• 0:29
  Olympics. They are back in...
• 0:31
  Kim Rozdeba: '88.
• 0:31
  Stephanie Maas: Yes. Did I read correctly that you carried the
• 0:35
  torch that those games?
• 0:37
  Kim Rozdeba: I was an escort runner. Yeah. So I was with it
• 0:40
  for four days. So there would be parts. So we got to dark and
• 0:44
  unsafe for having just regular people run with the torch. So we
• 0:48
  would have running groups, or we would run with it to make up
• 0:53
  some time. So if there was some time, or some areas that were
• 0:57
  either difficult to run steep hills, whatever, we would do
• 1:02
  that to keep the thing going. So yes, the part I really enjoyed
• 1:06
  was, I've got probably a wry sense of humor. And every once
• 1:10
  in a while the torch would go out because the fuel that was
• 1:14
  fueling it in the in the actual torch would run out, and then
• 1:18
  you'd have to refill it. And you'd see somebody and it would
• 1:21
  like, it's no longer lit and then going, Oh, my God, what did
• 1:24
  you do? And they're going, I did nothing. And I go, we're gonna
• 1:28
  have to go back to Greece. Now, what are we gonna do? And I
• 1:30
  said, to have a light to the match. But yes, there will be a
• 1:33
  horror, but there is there is the eternal flame that is with
• 1:37
  it. And it is capsulated. So it's protected. And that's where
• 1:41
  you you light it from. So it comes from there all the time.
• 1:45
  So you don't take a match and light it. I actually was living
• 1:48
  in Toronto at the time. So I actually ran it in Ontario, in
• 1:54
  minus 15 temperatures, but I didn't realize how incredible it
• 2:00
  was an honor to actually be with the torch. Until my first
• 2:04
  evening that I was running in with a torchbearer. The
• 2:08
  torchbearer was beside me, and you run beside them just to make
• 2:11
  sure, again, we would always sort of tell them don't, don't
• 2:14
  rush it, you take, enjoy this moment. Because people would
• 2:19
  just wanna, you know, and we were tired, because we've been
• 2:21
  running all day, it was to our advantage. So they went slow.
• 2:24
  But when we came in, this older lady came running up to me and
• 2:28
  grabbed me and hugged me. And she said, God bless you. And
• 2:31
  that was my introduction to that all week, four days of running
• 2:36
  with it, the people the incredible emotions, the
• 2:40
  feeling, you could feel the emotional in the air, when you
• 2:44
  come into a venue where again, we'd stop, we'd have some
• 2:48
  speeches, after you we went out with a group of of runners or
• 2:53
  torchbearers, we would take them back, and then we would do a
• 2:56
  debrief with them. And that debrief was quite emotional. And
• 3:00
  the team that went out because we take a whole team out, and
• 3:04
  then we, they'd be in a caravan and then we'd but you know, each
• 3:07
  one would have their turn, and then they go back into the
• 3:09
  caravan, we'd go back with them. And then a new group would come
• 3:12
  out, they became instant friends. They shared, you know,
• 3:15
  pictures and addresses. And yeah, it was very memorable. And
• 3:21
  I say sad, very honored to have been able to have done that.
• 3:24
  Yeah, that's a long time ago. Now that I'm thinking about 35
• 3:27
  years, but every, every one of them, like I see other ones that
• 3:30
  happen all over the world. I'm captivated. Because yeah, it's,
• 3:35
  it is something that is truly amazing. And I had the
• 3:38
  opportunity to work with some Olympians. And these are
• 3:42
  incredible people incredible in the sense of they put their
• 3:45
  whole life on hold or a sport, obscure sports, where there is
• 3:51
  no audience, there is nobody, you know, cheering them on every
• 3:55
  day. So they do need know to be able to have that endurance and
• 3:59
  that perseverance.
• 4:00
  Stephanie Maas: Oh how cool. Ah, that's too cool. Thank you for
• 4:03
  sharing that. Okay, so getting back to topic. The first thing I
• 4:07
  want to ask is probably going to sound like a really juvenile
• 4:09
  question, but I think it would be important, I think what is so
• 4:12
  fascinating here is this idea of branding. Can you kind of walk
• 4:16
  me through the differences or similarity between branding,
• 4:20
  marketing reputation, what is a brand?
• 4:24
  Kim Rozdeba: I'm gonna give you my definition of what a brand is
• 4:26
  to start? There's lots of different definitions out there.
• 4:29
  They talk about benefits, they talk about attributes talk about
• 4:34
  tonality, but I've sort of taken a quote from Maya Angelou and
• 4:40
  I've kind of rewritten it, and it's a brand isn't what it says
• 4:45
  or does, but how it makes its customers feel. So the end
• 4:50
  result of a brand is the feeling. So marketing, marketing
• 4:54
  can help with the feeling but marketing is really talking
• 4:57
  about product attributes. It's about action. In creating an
• 5:00
  action, you want somebody to do something, maybe have a
• 5:03
  promotion, maybe you have a sale, maybe it's, it's it's a
• 5:07
  launch. But branding is about how people feel. Reputation is
• 5:12
  part of that a lot of people say, you know, the most
• 5:15
  important element is trust. And it's true, you'd look at your
• 5:18
  personal relationships, you know, the foundation is trust.
• 5:22
  So you have to build that trust, as well.
• 5:24
  Stephanie Maas: So this idea of a personal brand, talk to me
• 5:28
  about the importance of that, especially from a leadership
• 5:31
  perspective, you know, maybe, you know, maybe you're not the
• 5:33
  CEO of a company, which you get what you're responsible for in
• 5:37
  terms of that brand. But what if, you know, from a leadership
• 5:40
  perspective, I'm running a team, I'm a business owner, I get the
• 5:44
  brand part as it relates to the product, but what if in your
• 5:48
  responsibility, it's not so much about the product?
• 5:50
  Kim Rozdeba: So there's two questions there, I think one is
• 5:53
  if you're an employee, and two, if there's about you, yourself,
• 5:57
  so let me talk about an employee first, from a police
• 6:01
  perspective, you could be an advocate of the brand. And the
• 6:04
  great thing about having advocates, ie your employees,
• 6:08
  people trust other people's opinion. So you know, if a
• 6:13
  person is out there talking about your product, or your
• 6:17
  brand, in a favorable way, that's a good thing. Ideally,
• 6:21
  these are your employees, because they know your brand
• 6:24
  better than anybody else. On a personal level of building your
• 6:28
  own brand, I'm still not completely sure there's there's
• 6:31
  a, there's a need to build a LinkedIn profile, there's a need
• 6:35
  to have a good resume. I'm not sure unless you're a consultant,
• 6:40
  or if you're a leader. And you are you are the face and voice
• 6:44
  of a brand, that you need to have a personal brand. If you
• 6:49
  follow the metrics of a brand, if you want to dissect a brand,
• 6:54
  being a box of cereal is not a goal for me. That is a brand. A
• 7:00
  brand is about consistency, and about controlling the messaging,
• 7:05
  and all the attributes of that. And human beings are much bigger
• 7:09
  and better. I mean, we're motional we have many things to
• 7:13
  offer. And, and sometimes we're we change our minds, right? We
• 7:17
  do different things. We're, we're multi dimensional, not
• 7:20
  like a box. So there is parts of branding that we can utilize,
• 7:25
  absolutely. But outside of being you know, a voice for the brand.
• 7:29
  And you know, being out there doing content, writing content,
• 7:32
  being out there doing podcasts, going, the extra step to build
• 7:37
  your brand. I'm not sure everybody needs to do that.
• 7:41
  Stephanie Maas: Okay, but let's talk about if you ARE in
• 7:42
  leadership.
• 7:43
  Kim Rozdeba: So as a leader of an organization, or of your
• 7:46
  consultant, or your lawyer, a doctor, should you have a
• 7:50
  presence? Absolutely. Today, it becomes more important because
• 7:53
  people want to understand your why it's about the why it's
• 7:57
  about your purpose, it is about your promise, it's about you
• 8:02
  know your values. And people want to know that if they're
• 8:04
  going to be dealing with a company, they want to know the
• 8:07
  values of those people that are working in that company, in
• 8:10
  particular, the leader of it. So understanding that commitment,
• 8:14
  your personal commitment, it's not like you're you're morphing
• 8:18
  the brand's commitment. Because you've got your own personality
• 8:21
  attached to it, you have your own things that you are keenly
• 8:24
  interested in, you know, every time I see a new CEO, in an
• 8:28
  organization, they bring different aspects to the brand,
• 8:33
  they take things and they may actually highlight things that
• 8:36
  are that are still within the brand, but it's their own
• 8:39
  interests. So you have to have that passion attached to it.
• 8:42
  And, and you can see some of the leaders, I love the people that
• 8:45
  were passionate about certain topics, because they live it and
• 8:49
  they breathe it and you you pick up, you pick up things that you
• 8:52
  would never pick up before from that passion.
• 8:55
  Stephanie Maas: Ok, so talk to me about what you call the five
• 8:58
  C's.
• 8:59
  Kim Rozdeba: Alright, so the five C's, the first one is
• 9:02
  commitment, and it is about your purpose, your promise that
• 9:06
  you're going to deliver every day. The second one is construct
• 9:10
  and construct is the logo. It's the it's the graphic designs,
• 9:15
  the color palette, it's the tonality, it's the five senses,
• 9:21
  you know, you know, what is it going to feel like? What's going
• 9:23
  to touch? Does it have a scent, what's a scent going to be? So
• 9:25
  it's all those things that you can construct and making a
• 9:29
  brand. The third one is community and a lot of people
• 9:32
  go, Oh, I thought I was going to be customer. And customer is
• 9:35
  part of your community. But actually your community is much
• 9:38
  bigger than just your customer. And we touched a little bit here
• 9:41
  already on both employees and the importance of employees of
• 9:45
  being advocates to your brand. So their key target audience in
• 9:49
  your community. But the other one really it's a really
• 9:52
  interesting one is influencers. There's media influencers,
• 9:56
  there's podcast influencers, there's a whole number of people
• 9:59
  out there that can amplify your brand and give credibility to
• 10:04
  your brand. So that's your community. And then the next one
• 10:07
  is your content and in content is your marketing, marketing
• 10:11
  fits in there. It's your advertising, it is your public
• 10:15
  relations, a lot of brands when they start out, they can't
• 10:18
  afford advertising, PR, that's free advertising. So that
• 10:23
  publicity, you know, you can't pay for I mean, it's it's really
• 10:26
  good publicity. It's made some of the brands very famous very
• 10:30
  quickly, you get Oprah Winfrey, to talk about your brand, and
• 10:33
  you are set. But outside of that, it's is about leaders, it
• 10:37
  is about your voice. It is about how do you present yourself in
• 10:41
  the industry as a whole. So it's not just advertising, and it's
• 10:44
  social media as well. And then the final one, the final one is
• 10:48
  probably the one that's that doesn't have as much sizzle. And
• 10:51
  that is consistency. And consistency is about how do you
• 10:55
  replicate every transaction, every touchpoint that you have
• 10:59
  with your consumer over and over and over and over the same way.
• 11:03
  But it's not just the same way, because you're trying to ratchet
• 11:06
  it up. Because once you've met expectation, the expectation
• 11:10
  goes up again. So you have to continually build a system,
• 11:15
  training, policies, governance, all of these things to make sure
• 11:20
  that what's being delivered, is being delivered everywhere,
• 11:24
  every place every time, the same way. And also improving that
• 11:28
  delivery. Every time. Oprah Winfrey said, you know, she
• 11:32
  denied being a brand for many years, until one day, she
• 11:36
  discovered that one of the key elements of a brand is
• 11:39
  consistency. And she goes well, yeah, I, I've always been
• 11:42
  consistent. So therefore, I must be a brand.
• 11:46
  Stephanie Maas: Ok, one thing I have not ever heard before, is a
• 11:49
  word that you use tied to commitment. And that is the word
• 11:53
  promise. And I think it is super interesting that when you talk
• 11:57
  about a commitment, you talk about a promise. You know, I
• 12:00
  think a lot of folks commitment. While there's usually a ton of
• 12:03
  sincerity around it, it almost feels I'll say a promise feels
• 12:09
  personal. Yes. And to me the fact that you would make this
• 12:13
  idea of a commitment be personal. As soon as you said
• 12:16
  that word I go, yep, that's a difference. And I've heard that
• 12:20
  you have this interesting definition of the word
• 12:21
  accountability, are those linked at all? Can you talk me through
• 12:25
  those two?
• 12:26
  Kim Rozdeba: Yep. So I'm gonna go back to my definition, which
• 12:29
  is, it's a feeling you have to get to that promise, because it
• 12:33
  is it's a personal commitment from a brand to to that person,
• 12:37
  they don't look at it and go, you're serving a million people
• 12:40
  you're serving Me, and My expectations are a certain
• 12:44
  level. And you build that over time, because that consistency
• 12:48
  becomes really important. Because that promise is
• 12:51
  delivered. I mean, you think of think of your personal
• 12:53
  situation, if somebody doesn't deliver on a promise, your trust
• 12:57
  level changes. Now, there's situations you know that you,
• 13:00
  you'll you'll give them the benefit of the doubt. And you'll
• 13:03
  do the same with a brand if a brand falls down and they do all
• 13:06
  the time. Yep, systems fall down, things don't work.
• 13:10
  Employees have a bad day, you know, you have a bad experience.
• 13:14
  The question is, how do they fix it, that becomes the important
• 13:18
  element to all of it. That's where the accountability comes
• 13:21
  into. Because everyone has to be accountable and delivering. And
• 13:25
  if you don't, somebody has to fix it, and acknowledge that,
• 13:29
  and people are willing to give the benefit of the doubt, if a
• 13:33
  brand doesn't deliver. But if it doesn't deliver over time
• 13:36
  consistently, then they have to reevaluate. I mean, banks banks
• 13:41
  is a really interesting one. Because how many times do you
• 13:43
  change a bank, I've got two banks, I deal with one, my
• 13:47
  parents actually started and I had an account with it when I
• 13:49
  was a kid. And the other one I started from university because
• 13:52
  they were on the campus, I've gone to others come and gone.
• 13:56
  didn't treat me as well as I thought, but has to be really
• 14:00
  something really big to make that change.
• 14:03
  Stephanie Maas: Correct me if I didn't hear you, right, please,
• 14:05
  this accountability is how you fix it. That just
• 14:08
  acknowledgement understanding that when you meet somebody's
• 14:12
  expectation, you got to continually go to the net, and
• 14:14
  it's not an aggressive go to the next level. It's just now you
• 14:18
  have a new foundation of what is expected. And you need to be
• 14:22
  always at or above but if you do, because humans are running
• 14:25
  these companies when you fall short, that's when
• 14:28
  accountability steps in and how you respond to the falling
• 14:31
  short, again, comes back to that trust factor. That feeling that
• 14:35
  promise. You're bringing this to life.
• 14:39
  Kim Rozdeba: At the Regis Hotel, high luxury hotel, beautiful
• 14:42
  hotel, they empower their employees who are accountable
• 14:46
  for that service delivery, every one of them if there's a problem
• 14:51
  they have, I believe it's about $2,000 at their discretion to
• 14:57
  solve a customer's issue They don't have to go anywhere, they
• 15:01
  don't have to get approval, every employee in that company
• 15:05
  can solve up to $2,000. a customer's problem. I think, if
• 15:10
  I had 2000, I think I could solve what a few problems.
• 15:14
  Stephanie Maas: That is awesome. You know, when when I originally
• 15:17
  heard the word brand, I thought about, you know, my mom was
• 15:21
  raised in a time where brands, quite frankly, established
• 15:25
  those, the haves and the have nots, if you brought knit, you
• 15:28
  know, if you could buy brand name things at the grocery
• 15:30
  store, or, you know, at the shopping center, wherever you
• 15:32
  did, that was it. So she was not raised as a half. And so as she
• 15:38
  grew older, that was very important to her to buy certain
• 15:42
  brands, because it was the feeling. And I never understood
• 15:46
  why she was so loyal, because quite frankly, there are better
• 15:49
  products out there. But she is so immediate, she will buy a
• 15:53
  certain name brand, she I just can't get her to change. And I
• 15:56
  get that now, that's the feeling. And I think about the
• 16:00
  generation where that I'm in, we have very little brand loyalty,
• 16:05
  and it's a lot about price. However, as soon as that comes
• 16:08
  out of my mouth, I think about what was one of the biggest
• 16:12
  gifts this year for over the holidays, almost every single
• 16:17
  female that I know, Stanley Cup, they're huge. And I was trying
• 16:22
  to think like, what is the feeling that the Stanley Cup
• 16:25
  that I have now? What does it represent? And it is a feeling
• 16:29
  it's an it's almost a sense of being cluded? That is super
• 16:35
  interesting. So let's take that. So you have this idea around
• 16:38
  brand and the importance and what consists of it out? Did you
• 16:41
  get to focus on females, because as a non female, and I'm not
• 16:46
  making an assumption there, that surprises me a little bit. So
• 16:49
  talk me through that.
• 16:50
  Kim Rozdeba: So I got to start with the first there's 20
• 16:53
  entrepreneurs a woman in this book called branding queens, and
• 16:56
  they all why how we came up with the name was each one of them
• 17:00
  was referred somewhere in the media of creative something. So
• 17:04
  it was kind of an obvious it was like a ha moment for me. I had
• 17:07
  several other titles before that. But it started repeating
• 17:11
  itself. I'm going this is it. This is what the book should be
• 17:14
  called. But the first woman that I actually had this started the
• 17:18
  whole idea was the champagne, Veuve Clicquot.
• 17:23
  Stephanie Maas: Very familiar, huge fan.
• 17:25
  Kim Rozdeba: So if you translate Vu, it's widow in English. I
• 17:29
  didn't know that either. And I go, why? Why would you put widow
• 17:33
  on a champagne bottle? I didn't know that it was actually a
• 17:36
  woman behind the champagne house. So it got me intrigued to
• 17:41
  go, okay. There's a woman behind this product. She started in
• 17:44
  1810. Napoleon was raging and wars around a France, women were
• 17:50
  basically second class citizens. How did this happen? So that was
• 17:54
  my journey. That was the start. And then I go, and why did she
• 17:57
  put when all you have to read the book to find out? So then I
• 18:01
  started saying, Well, is there other women out there that I'm
• 18:04
  not aware of? There's quite a few that I am. And they're
• 18:07
  actually in the book. But are there others that I'm not aware,
• 18:12
  and I started digging. And the hard part was as you go back in
• 18:16
  time, I mean, brands are a relatively new concept. They
• 18:20
  really came into their, their, their place back in the 1920s
• 18:24
  30s, boomers, all the different brands that came up during the
• 18:29
  boom 1940 There was a lot of brands that started prior to
• 18:33
  that everything was just sort of a commodity, there was there was
• 18:36
  no printing presses and stuff, there was no way to communicate,
• 18:39
  you know, personal attachments to these things, or where it
• 18:43
  came from. And that's kind of the the intent, right? is people
• 18:46
  want to know where this is it safe is this? Is this a
• 18:50
  reputable organization? Am I going to die if I eat this?
• 18:54
  These are important things to know. But there were there were
• 18:57
  women out there Bissell the vacuum cleaner, a lot of cases
• 19:01
  they started with their husband, they were joint in the business
• 19:05
  because they intimately knew the business. Their husbands passed
• 19:08
  away fairly young, particularly in today's world. Did they have
• 19:12
  to continue with the company, a lot of cases they didn't. Other
• 19:15
  cases, they had like four or five kids, but they wanted to.
• 19:19
  And they saw the vision of what this brand was and they actually
• 19:23
  built the brand. So I took situations here where they
• 19:26
  actually took whatever they they had when they started and then
• 19:30
  did they actually grow it? And did they actually make an iconic
• 19:35
  brand? And did they have enough evidence attached to it that
• 19:40
  they actually did get involved in building the brand
• 19:43
  themselves. So they just weren't an icon associated with the
• 19:47
  brand. And I found 20 women. The youngest is Sara Blakely Spanx.
• 19:53
  This recently stepped down as the CEO of her organization. I
• 19:57
  think she's got three kids three or four kids but These are
• 20:00
  fascinating stories. They're fascinating stories, because in
• 20:03
  many of these cases, they had no experience of building a brand.
• 20:08
  They had no experience of building a product. And when you
• 20:10
  think of building a product, I'll go to Elizabeth Arden,
• 20:14
  she's a Canadian, she was born in Canada, and she moved to New
• 20:17
  York City. And she started working cosmetician doing a lot
• 20:21
  of facials and stuff. And she came up with a product, a cream,
• 20:26
  she call it a jar of hope. So she already understood the why
• 20:31
  but she was doing and the why usually doesn't come right when
• 20:34
  you start with Apple didn't understand what they were doing.
• 20:37
  At the beginning, it took them a while to figure out their why.
• 20:40
  And most products, and most brands, this is the case, you
• 20:43
  don't really start with something big, colossal, you're
• 20:47
  going to change the world, you're just trying to make a
• 20:49
  product that's better than any other product. And it's Joe,
• 20:52
  it's affordable. And you can, you can actually put it a
• 20:54
  distribution center. And you can put a retail plan, you could get
• 20:57
  employees, all of these things. So the interesting aspect to all
• 21:01
  this is is all these women had to learn. And they were
• 21:05
  ferocious, and their ability to learn different things because
• 21:08
  they came with just their passion. If anything most of
• 21:11
  them came with is they knew that there was a problem. And they
• 21:15
  were the customer in a lot of cases.
• 21:17
  Stephanie Maas: I think, and I know I'm being a little bit
• 21:19
  assumptive here, but I think especially for women, and I'm
• 21:23
  taking this from what you said about Sara Blakely stepping
• 21:25
  down, I think for women to really get into that idea of
• 21:30
  balancing work with family, and so forth and so on. There has to
• 21:35
  be a lot of passion, because there's a lot of sacrifice,
• 21:37
  quite frankly, you know, even in today's society as modern as we
• 21:40
  may be. But the other thing I heard, which I think is really
• 21:45
  good counsel for anybody who feels like they have a passion,
• 21:48
  and it really eliminates ego, and pride, and all these other
• 21:52
  things, is the ability to learn the desire to learn. And I think
• 21:57
  those two things together, just looking at the list some a list
• 22:00
  of the women, gosh, you would have thought, I don't know that
• 22:04
  you would necessarily go out and say they don't have pride or
• 22:06
  ego. I don't think you would say they were prideful or
• 22:09
  egotistical. But I don't know that without your direction
• 22:12
  here, we would naturally say that their ability and desire to
• 22:16
  learn was a standout or would be the advice. I think, you know,
• 22:19
  most people would say, hey, advice, passion, get organized,
• 22:22
  rely on other people don't try and do it all. But the way he
• 22:25
  broke that into just ability and desire to learn. It's so cool.
• 22:30
  Is there anything that you wanted to make sure we talked
• 22:34
  about or addressed in our time together?
• 22:36
  Kim Rozdeba: I mean, don't be hard on yourself that you have
• 22:39
  to be a brand. As a person, you know, I took the challenge and
• 22:42
  said, I'm going to build a brand, it's a lot of work to
• 22:45
  build a personal brand. And I don't know if all of us need to
• 22:48
  be a personal brand. I sometimes I think this is a social media
• 22:51
  platform, wanting all of us to build content, right? It's it's,
• 22:56
  it's to keep all the social platforms full. And I again, as
• 23:00
  I said, Be yourself, do you need to present a particularly on
• 23:04
  LinkedIn, a professional viewpoint of yourself? Yes. But
• 23:08
  that shouldn't stop you from, you know, having your cooking,
• 23:12
  Instagram, your tick tock, I know, I know, quite a few people
• 23:16
  have ticked dogs, for hobbies, and to have all these different
• 23:19
  things and not feel that you are deviating from your purpose or
• 23:23
  your goal because that puts you in a box, you know that
• 23:26
  consistency puts you in a box because that's what a brand is,
• 23:30
  it's going to be consistent all the time. It's going to always
• 23:32
  act this way. And human beings can change, right? Sometimes if
• 23:36
  you see famous people who are brands, and they change, not for
• 23:40
  the good, you know, that has a detriment to the brand. So we
• 23:43
  know that but I don't want to be the king of England or the Queen
• 23:48
  of England in the sense of you know, being confined have a
• 23:51
  personal way of being presented. That's not real life, I don't
• 23:55
  think.
• 23:56
  Stephanie Maas: No, no. This has been super insightful. Thank
• 24:00
  you so much for being here and for your time.
• 24:03
  Kim Rozdeba: Stephanie. I really enjoyed it. Thank you.
• 24:05
  Stephanie Maas: Oh, thank you very much.