Latest / Arts Unscripted with Monica Holt / Jen Taylor on Building AI Strategy That Serves Your Mission

Transcript

Jen Taylor on Building AI Strategy That Serves Your Mission · Arts Unscripted with Monica Holt

0:08
Welcome back to CI to Eye. I'm Monica Holt.
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Today's conversation tackles one of the most pressing questions facing our
0:15
sector.
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How do we integrate AI into arts and culture work without compromising on
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our values?
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We're living through what some are calling the fastest technology adoption in
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history.
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ChatGBT reached a hundred million users in just two months.
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Compare that to the 30 months it took Instagram or nine it took TikTok.
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And arts organizations aren't immune to this rapid change.
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New data shows 43% of arts and culture organizations now
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use AI technology,
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which is a significant jump from 28% just a year ago.
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But here's the thing,
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less than 10% of all nonprofits have policies governing AI
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use.
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We're moving fast without guardrails in a space that demands we move more
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thoughtfully.
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What makes this even more complex is that while other industries worry about
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competitive risks and job displacement,
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arts administrators are uniquely focused on mission risk and protecting
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authentic brand identity. Today's guest is perfectly positioned to help us
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navigate this tension.
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Jen Taylor is Capacity Interactive's director of AI strategy and integration,
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bringing both marketing expertise from her decade at A&E Networks as well as
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deep roots in the arts in the New York theater community.
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Jen recently surveyed over a hundred arts leaders across the country and what
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she found was a sector defined by what she calls a powerful tension.
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People desperate for more time and support who see AI as the potential solution,
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but who are also holding real concerns about what makes arts human.
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This conversation with Jen is about much more than tools and tactics.
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It's about the future of how we create and how we connect in an age of
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artificial intelligence. Let's dive in.
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Jen, welcome to CI to Eye.
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Thank you so much for having me.
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You have been doing some really exciting work in the space,
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empowering arts organizations with the knowledge and expertise of how
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they can leverage AI and emerging tech,
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and we will get to all of that and I'm excited to dive in. But for the moment,
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what I'd love to talk a little bit about first is your career path,
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why the arts, how you got started, and so to really ground us in that,
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could you just tell me a little bit about what your personal connection is with
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the arts?
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Did you perform in plays as a kid or play an instrument or kind of what was the
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spark of creativity in your life?
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Yeah. Well, as far back as I can remember,
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I've been connected to the arts.
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I was basically that kid belting Annie while everybody else was listening to
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Boys II Men.
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The red hair.
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Oh yeah.
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There's a straight affiliation there. Absolutely.
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Yeah.
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So I remember going to New York to see Beauty and the Beast on Broadway or even
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to the local dinner theater where Singing in the Rain actually had it
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rain on the stage. So ever since I was little,
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I've been hooked by the theater.
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In college is when I paired my theater education with a business degree
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because I always knew that I wanted to work in the business end of theater.
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So after school you start at Signature Theater in New York,
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and I'm sure it feels a little bit like that kind of dream realized of where you
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were going, right?
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Yeah, Signature really took a chance on me. In fact,
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my old boss will tell you that she tried really hard not to hire
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me because I lived out of town,
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but she says that I just would not take no for an answer.
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I remember being in that interview when she asked, okay,
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well when could you actually start?
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And I looked at my fake watch and I looked up at her and I said, tomorrow.
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That's amazing. Oh, I love that.
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And so as you look at how your career grew from there and what experiences from
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Signature you took with you,
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what was the compelling reason to evolve past Signature and what were you
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looking for after that?
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Yeah, that's a great question.
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Being in a marketing department of two people at Signature gave me huge
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exposure.
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One day I'd be printing a mailing for our subscribers and the next
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day I'd be running a photo shoot with Chuck Mee.
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So that firsthand proximity to artists really taught me empathy,
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how marketing should elevate creative work and not distort it.
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That really drives my mindset as I work on AI today and it's really what
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drove me from Signature to my next role at the Summer Play Festival.
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When I had the opportunity to essentially build out a marketing department
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for an organization that supported new artists,
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it was just a no-brainer and I couldn't say no.
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I probably would've stayed there a lot longer than I did,
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but unfortunately the festival shut down,
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so Ari brought me in-house with her.
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Being in-house with a Broadway producer really helped me realize that
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I didn't want to be in-house with a Broadway producer.
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I wanted to be at the agency that was doing all the work.
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So that was my jump over to AKA.
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Can I ask,
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watching the festival shut down and just what folks I'm sure are experiencing
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now, I obviously was at --
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the opera company that I was at before it became part of the Kennedy Center,
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Washington National Opera,
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also faced this kind of deadline moment of will we continue to
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exist or will we have to evolve?
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What was that like to watch and what impact do you think that's had on you
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since then shaping the way that you're viewing the arts,
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particularly as you are being helpful from outside of organizations rather than
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inside them?
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Yeah, that's a great question. I would say it was really devastating.
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Even today, I text with the other people that worked there with me.
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Anytime we see an SPF actor, director,
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or playwright show up across the industry,
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when you look at the organizations that exist to support new talent,
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they're really limited.
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I think NAMT does a great job with musicals and the fact that we had this
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festival that really championed non-musical work was
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unique to be outside of an institution and just give people
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a chance to get out there.
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It's interesting just to hear about how experience like that,
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like traumatic experiences with arts organizations early in one's career,
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can kind of stick with you and also deepen your connection to
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purpose in the arts and particularly as we're in this moment where
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change and evolution is so key to everything we're
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discussing,
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to have been part of a moment early on where you saw that not
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happen in a way that could ultimately serve the mission and the financial needs
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of the organization...
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I'm sure that that sits with you as you're looking to the future.
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So as you move through working within arts organizations,
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then you kind of had a transition working with an independent producer,
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and then moving into AKA and working from the other side,
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as we say, of the equation...
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Can you talk a little bit about what that was like and ultimately how that led
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you to your transition into A&E?
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Yeah, AKA was an amazing place to work.
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It was the early days of their New York office,
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so it really functioned like a startup and that's where I really honed my
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digital marketing skills.
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I owned kind of the full digital strategy for our clients: the website,
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the social media, the online advertising. And I loved it,
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but ultimately my shift from AKA to A&E was really
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about scale. With Broadway,
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people had to be live in New York to come to the theater.
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A&E let me reach anyone with a screen. So with each move,
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I really considered will this role let me grow audiences in a bigger
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and smarter way.
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You were at A&E then for so long,
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and I guess I'm curious what kept you motivated and challenged to stay in
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that space throughout all of your different roles?
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Obviously I can relate having stayed in an organization that I really cared
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about for a long time,
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and so I'm curious hearing from a different angle and at a network
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position like you had, captivating, cultivating, growing audiences...
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What was that motivating factor? What were the challenges?
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What did you love digging into?
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Yeah, at A&E,
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we took digital revenue from tens of millions to well over a
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hundred million by reinventing constantly.
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I had to learn a new industry and A&E is where I really came to
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understand the business impact of marketing. When I started,
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television was at its peak.
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We had almost 90% penetration across US households
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and digital was just starting to be a thing.
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We had a website and had just launched mobile apps.
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So I was there as we expanded digital onto the
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television screen and eventually launched subscription products.
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So each shift really meant rethinking the entire strategy.
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A&E is really where I learned the importance of tying marketing efforts
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directly to business goals. And again,
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that discipline really influences how I think about AI.
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You don't want to just do something for the sake of doing it.
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You want to make sure there's a reason and an impact to the bottom line.
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So that's a great segue into really getting to the meat of what we're going to
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talk about today and as we start to think about AI in the field,
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your transition back to working with nonprofit culture and arts,
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you've kind of touched on this a little bit,
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but what sparked your curiosity around AI specifically?
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Were you developing those skills initially in-house or was this something that
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you were kind of researching, looking at yourself,
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doing some self-teaching on as it kind of sparked into the greater public
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interest in the past five, 10 years?
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Yeah, my curiosity really started through work.
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I went to a conference, I think it was back in 2022,
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where I heard for the first time, AI won't replace you.
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The person using it will.
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I was so inspired that I put together a five page presentation on
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everything that I learned to share with the full consumer marketing team.
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That evolved into testing out small ways my team could use AI.
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Little things like tweaking email tone or expanding brainstorming.
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Then I started going deeper; listening to The Marketing AI Show,
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which is now The Artificial Intelligence Show; taking classes;
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trying tools.
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I really just kept following my curiosity and found that
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being an expert in my field mixed with AI helped me to
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start moving faster and with all these new perspectives.
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That's great. I love what you were saying sparked it as AI won't replace you,
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but the person using it will. I'm curious then,
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as you were experimenting with this at A&E,
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why come back to the nonprofit arts and culture --
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Obviously I think it's the greatest place to be,
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but what was the motivation and why was Capacity the place that you wanted to
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do this work?
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Yeah, I reconnected with Priya --
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Priya Iyer Doshi, former president of Capacity Interactive.
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Yeah. And I heard what CI was thinking about,
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and it really helped me realize that this sector needs a translator,
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somebody who speaks both marketing and mission, and I just couldn't say no.
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Translation is I think one of the most underrated skills in our industry,
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and whether that's from tech to admin or from creative to marketing
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team,
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I think that role is so important and we're lucky to have you sitting in it.
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So as you are bringing to Capacity this new approach and expanding
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our set of tools,
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how are you thinking about the values in this space and the ethics of
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AI while you're simultaneously working on empowerment of a sector
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that cares a lot about that kind of tie between the values of the
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work and the work itself?
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Yeah,
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I think that's a really good question and it's been really important to me that
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I listened to the sector and the people and their concerns.
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Part of that was going back to past Boot Camp sessions to get feedback from
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that.
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Part of that was a study or a survey that we fielded into the
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wild. Look,
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I think the reality is that the ethical concerns are all valid
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and ultimately we have to be thoughtful about
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when and how and where we use AI.
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Each organization is going to have different guidelines and guardrails,
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and part of this journey is figuring out what those lines are for
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you. I don't pretend that I can solve all the problems,
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but I do like to try to mitigate risk. So for example,
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when we do literacy training, we practice ethical prompting.
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I walk you through things like if you wouldn't pay for it in the wild,
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don't prompt a tool to output it for you.
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If you are in a conversation and you are done,
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don't say thank you or prompt it with other things that are unnecessary.
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It doesn't need to process all of that compute.
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It's all little things that can make a big difference,
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but ultimately we are responsible for the input and the output.
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So if we are aware of things like bias and hallucination as
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we're working with these tools, we can help mitigate some of the risk.
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Tell me about an example of this practically in the field.
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Yeah, I think a good example is we were working with a museum who
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identified that one of the main reasons people come to museums is to
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spend time with family.
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And I was digging into kind of who those people were and the reasons that they
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were there and the benefits of the experience for them.
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But when I input the prompt,
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I didn't just say 'spend time with family' because I was afraid that
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family within kind of the tool would be two parents and two
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children. So I said, family could be two parents and two children,
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could be one adult and one child, could be multi-generational,
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could be friends who are roommates.
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So it's just as important to think about your input and the bias that you have.
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That's great.
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You mentioned doing research and comparing research that is field specific
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to some of the research and standards that are being talked about at large.
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I know that when I am talking with folks across the industry at all levels of
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any organization,
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there is still some discomfort around the principles and the
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ethics as we chatted about just now,
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but there are also others who are gung-ho and want to incorporate as much as
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they can, but they don't know where to start.
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I know that in the Marketing AI Institute and Smarter X State of Marketing
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Report that I think you were using in your research too,
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even in that broader wide world out there,
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we know that 80% of respondents say that AI is critically or very important to
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the success of marketing,
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but over 50% are also identifying that there needs to be more training,
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education, and awareness.
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So I'd love to hear what you were hearing from the field or how that
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compared to other sectors at large that you've been looking at.
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I think we're all really interested to know the state of affairs from your point
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of view.
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Yeah, we were really thrilled with the response we had to our survey.
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We heard back from over a hundred arts leaders and marketers across the country,
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and it wasn't just one type of organization.
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We had a representative mix of disciplines and a near even split by budget
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size.
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Wow.
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Most of the respondents were department head or manager level.
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So we really heard back from the people doing the work. What I've heard,
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which you alluded to,
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is that it is clear that everyone is really at the beginning of its AI
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journey,
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and that journey is defined by a really strong mix of
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curiosity and caution.
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The vast majority over half classify themselves in either
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curiosity or understanding.
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They're just starting to explore or learn the fundamentals.
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Another quarter are actively experimenting.
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That leaves just a really small fraction, about 8%,
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who are truly integrating AI into their daily workflows.
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So for most, this is a period of initial,
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often unstructured experimentation --
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people trying out tools like ChatGPT for tasks like drafting
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copy, but it's not yet part of their strategy.
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And do you think that's where a lot of the focus was in the feedback around kind
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of gen AI and content creation,
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or were people thinking also in other buckets and more broadly?
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That's exactly right. So for half of the teams who are using AI,
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the number one application, like you said,
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is content creation and copywriting.
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I think this really shows a task-based approach,
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kind of using the tool to plug a hole rather than a broader
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strategic implementation.
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It points directly to the biggest challenge that these teams face,
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which is resourcing.
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It's a direct response to that most common refrain we hear:
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teams are a one-person show or they have a high volume of work and not enough
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staff, so they're using AI as a way to claw back time.
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It's not surprising to hear that, but it is a little heartbreaking.
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Can I say that?
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That we are still stuck in that scarcity mindset that I feel like has persisted
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in the field for quite a bit of time now.
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So hopefully as we emerge with these new tools,
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still staying people-centric but further empowered by the tools in front of them
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and a new way of thinking that can help us emerge out of that and thinking more
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abundantly on the whole.
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Were your assumptions before the survey in alignment with what you received or
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was there anything surprising that came out of the survey feedback?
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I expected a lot of skepticism, and I did see that,
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but ultimately what really stood out was how many people were curious
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or even excited. When we asked about general attitudes,
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we found that 50% more respondents expressed positive sentiment
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than skepticism. I was really excited and surprised to see that.
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That's surprising, but that's wonderful to hear.
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I love hearing people being open to the kind of next steps and evolution.
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I am curious if there was one top takeaway from the survey specifically,
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what would that be for you?
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I think ultimately what stood out to me was that really powerful tension.
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People are desperate for more time and support,
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and they do see AI as a potential solution,
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but they're also holding these real concerns about what makes arts human.
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So there's a tension that we have to navigate about getting the most
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value out of something,
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but also being true to your values and your mission.
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How do you think the marketing use cases align beyond
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nonprofit arts and culture?
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So obviously we've talked about resources and I think we've always been
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aware of,
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is there a lag in nonprofit marketing culture versus corporate marketing
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culture? And that's naturally going to happen just because of scale,
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but do you think there are other reasons for differences between those
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industries or do you think it's more similar than we think?
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Yeah,
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so you mentioned the 2025 State of Marketing AI
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Report earlier,
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and I did use that to kind of see where our sector fell compared
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to general marketers, and three things really stood out to me.
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The first is that general marketers have more guardrails.
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We found that 38% of them work at companies with formal AI
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policies,
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and that compares to just 14% in our art focused survey.
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That's a really big gap in organizational readiness.
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The second thing I noticed is that each group is worried about a very different
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kind of risk.
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While arts marketers are focused on mission risk and protecting that
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authentic brand identity,
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general marketers are more concerned with competitive risk,
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being left behind by the rapid pace of change and the threat of job
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displacement. But interestingly,
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they both share the same practical barrier.
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Despite the different anxieties,
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both groups call out lack of education and training as one of the
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biggest hurdles to successful adoption.
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It's really interesting to hear just that difference in the
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ethics values piece. Again, something assumed,
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but I think having the data back it up makes a lot of sense.
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But we all suffer when we aren't getting the grounding and education that we
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need to move things forward in a sophisticated, thoughtful,
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and meaningful way for our companies and our field.
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So it's exciting that we now have this data.
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And that kind of leads me to the big question, which is,
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you've processed this survey data, so tell us what's next. What should folks,
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no matter where they are on an org chart, what should they be thinking about?
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How are they empowering themselves as they work to empower their organization?
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There are a bunch of things, but the ones that really rise to the top, again,
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everyone across both our survey and the general marketing survey
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called out lack of training and education. So AI literacy,
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understanding what these tools are, what they can actually do,
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and figuring out how they can help you with your specific role.
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You don't need to be a tech expert,
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but you do need to understand enough to be a critical, confident user.
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I also think it's important to remember that you are the expert.
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AI is a really powerful technology,
23:30
but you own the input and you review the output.
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Being the expert in your field gives you that advantage,
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even working with AI as a partner.
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But also because we're in the arts,
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I think those guardrails are really important.
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So if your company doesn't have a policy in place,
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I recommend pushing for that so that you understand what's comfortable both for
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you and the organization that you're working in.
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I think the policy piece is so important,
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and I'll just share that that is something that last summer at the Center we
24:05
started working on,
24:06
and I think the reason I would also advocate for that is that it was a good way
24:10
to also bring people together from different parts of the organization.
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So we had committed to,
24:15
it wasn't going to be a policy that was driven only through the IT department or
24:19
only through the executive team.
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It was going to be an IT policy that was crafted by participants and
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stakeholders from across the organization so that we could really imbue the
24:29
values, not just for one particular type of usage,
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so not just for marketing or development,
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but also incorporating some of those artistic values and tent poles that we
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wanted to see driving policy as well.
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So definitely share that encouragement for the field that folks should be as a
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team working together towards what that looks like.
24:48
Yeah. Well,
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it makes me think about how we thought about the AI vision for
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Capacity Interactive.
24:56
I obviously did the first draft of the policy and I was really
25:00
conscious about grounding it in Capacity's mission.
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But rather than kind of take that first draft and say, 'Okay,
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here we go,' I sent a survey out to the entire internal team
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to get their thoughts and feedback on,
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what in this policy aligns with your beliefs?
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What do you agree with? What do you disagree with?
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And it did a couple of things. First,
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it meant that everybody had input,
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and it ultimately gave us a stronger,
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better policy that we can all get behind.
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That's right. Always better to have more minds than just one, right?
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That's always a way to win.
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So we've talked a little bit about what you think folks' immediate next steps
25:43
should be in terms of literacy and policymaking for their organizations.
25:48
As you read the survey results,
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what did you then decide to start working on for the field in this role at
25:54
Capacity?
25:56
Yeah,
25:57
it really helped me think through two direct offerings to arts
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and culture marketers. Really administrators.
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I say marketers because I'm a marketer,
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but this offering is for anyone in the artistic world.
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One is a full consultancy and that really is the
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chance for me to come in and help make sure everyone is up to speed
26:21
on literacy, help you shape your policy,
26:24
we do a full evaluation of what the opportunities
26:28
are -- again, those day-to-day tactical opportunities and those bigger
26:33
goal-driven opportunities --
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to output a list of 10 to
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75 opportunities that all get tied to business impact,
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prioritized, agreed upon, and then implemented. We also have,
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for people not quite ready for that level of engagement or commitment,
26:54
a toolkit.
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And that toolkit is available directly in ChatGPT
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on our landing page. Once you sign up, there's links to each tool,
27:05
and once you click and open it from that point on,
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it will be directly in ChatGPT where you use it. These
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tools offer a myriad of different opportunities. Things like,
27:18
I don't know what my call to action should be.
27:21
Here's the one I've used in the last 15 times I sent an email.
27:25
What can I try this time? And you can iterate on it.
27:29
So unlike a standard tool that outputs one thing,
27:34
you can then guide it based on tone, based on length,
27:37
based on a myriad of different things,
27:40
and we're going to continue to expand the toolkit and hold regular AMAs
27:45
so that people can ask me questions and I can help them with anything that they
27:49
need.
27:50
It's so interesting.
27:51
I'm excited to see more folks adopt those and what the outputs are.
27:56
I heard you mention the other day that you were working on a project with San
27:59
Francisco Symphony about voice and tone,
28:02
and I'd love for you to share a little bit about that.
28:05
I was very excited when you were talking about this.
28:08
Yeah, I think it's a great example of a custom project.
28:12
So the San Francisco Symphony has done some work with our content team
28:17
around best practices and tone of voice for their brand.
28:22
So I have this amazing output,
28:25
which is a voice and tone guide for the San Francisco Symphony.
28:30
So what I've done is I have built a custom GPT
28:34
specifically for the San Francisco Symphony.
28:38
This tool knows everything about the Symphony's brand and tone,
28:43
and within that document is also 11 target audiences that
28:48
the organization should be speaking to regularly.
28:51
This is so cool.
28:53
It's really cool. So in addition to knowing the brand and tone
28:58
of the organization, it understands marketing placements,
29:02
so it knows what an organic Facebook post is.
29:05
It knows what an email blast is,
29:07
it knows what a web blurb is.
29:10
So the people at the organization can go into the tool and do one of two things.
29:15
They can click a button and say, okay, I want you to write me copy.
29:19
You share background and context.
29:22
It asks you if you have a target audience.
29:25
It asks you what the platform is,
29:27
and then it creates the copy for that specific placement or
29:32
all of the placements. You can say, I want every placement you have,
29:36
or if you have something that you've already written and you want feedback to
29:41
make sure that aligns with the voice and the tone and speaks to the right
29:44
audience, you can click give me feedback. You can share what you've written,
29:49
what the platform is, what the target audience is,
29:53
and it will give you all the details on,
29:55
here are some things that are working really well,
29:57
here are some things that you might want to consider and here's why.
30:01
I mean, that's exactly the type of thing, and as you said at the end,
30:05
it still will come from humans reviewing the output and making sure that
30:09
everything's in alignment,
30:11
but what a nice efficiency and kind of that middle sector of doing some of the
30:16
churning through the work to make sure that everything's in alignment for the
30:19
technical needs too.
30:20
Yeah, I like to think about them as accelerators. So I teach you how to prompt.
30:25
You could prompt everything I build you fresh each time,
30:29
but rather than thinking through all the needs of a prompt,
30:33
I get to build these tools that accelerate the process.
30:37
You understand how they work, you know what it knows,
30:40
and then you add the piece that it needs to do the thing.
30:43
I love that.
30:45
What generally is one common myth or misconception about AI,
30:50
particularly AI in marketing, that you love to just bust and say,
30:55
that's just not the case.
30:57
It's just been perpetuated by people saying it over and over again.
31:01
This is an easy one.
31:04
The myth that I want to bust is that if everyone uses AI,
31:08
all marketing will sound the same.
31:11
The survey shows us that our field is already deeply concerned with brand
31:16
voice and authenticity.
31:18
So this is where your expertise is more critical than ever.
31:22
If you use lazy prompts without a clear perspective or knowledge of your
31:27
audience, you will get a generic response.
31:31
But if your inputs are thoughtful, it will generate nuanced,
31:35
non-generic outputs. The tool doesn't replace your expertise,
31:40
it amplifies it. So if you're feeling overwhelmed,
31:43
just remember the data shows that you're not alone.
31:47
Almost everyone is at the starting line.
31:50
Just be thoughtful and try something.
31:53
Evaluate what you get back and just try again. Keep on going.
31:58
Remember this: Try. Right? That's what we're going for here.
32:03
Well, before we get to our CI to Eye moment,
32:06
I would love to just take a culture pulse with you for a quick second.
32:11
One of the things that I've talked about coming on the podcast this season and
32:15
hosting and introducing folks into the Capacity Interactive world and vice
32:20
versa is also just finding joy in what we're doing, what we're learning,
32:25
and what each of us might be identifying with at the moment.
32:28
So I have a few quickfire culture questions for you.
32:31
The very first of which is:
32:34
what's one piece of culture that you're currently obsessing over?
32:39
Well, my answer is Monster from the Broadway version of Frozen because my
32:43
three-year-old owns the dial and she is well on her way to
32:48
being an arts and culture fan.
32:50
So that's obsessing by proxy, right?
32:52
She is obsessing over it and therefore you are forced to obsess over it.
32:56
But I will say my favorite piece of theater that I've seen recently is
33:00
definitely, it was just at the Donmar Warehouse,
33:04
and I think it was called The Fear of 13.
33:07
It was fantastic. Adrian Brody was in it,
33:11
and it followed a court case that I was not familiar with.
33:14
So not only did it have a really engaging, interesting story,
33:19
but the way in which the story was told was extremely unique,
33:24
and I was hooked from the beginning and in it the whole time.
33:28
Sounds amazing. Who or what is inspiring you right now?
33:33
I'm going to pick a company, the company Punch Drunk.
33:36
I'm a really big fan of Sleep No More. I saw it when it first came to New York,
33:41
and I recently saw Viola's Room.
33:44
They are really masters at turning passive audiences
33:48
into active explorers, and I'm here for it.
33:52
Love that answer. Okay.
33:54
What is one free resource that you think everyone would benefit from
33:59
checking out?
34:01
Anthropic's AI Fluency course. It was released about a month ago,
34:05
and it is the clearest, most ethics-first primer that I've seen.
34:11
Great. I'm going to Google that right after this. Okay, and here it is,
34:16
your CI to Eye moment.
34:17
If you could broadcast one message to executive directors, leadership teams,
34:23
staffs,
34:24
boards of directors across thousands of arts organizations,
34:28
what would that message be?
34:30
AI isn't a threat to your mission.
34:33
It's the next chapter of your toolkit.
34:36
Train your team in ethical AI usage to find efficiency at the
34:41
tactical and strategic level.
34:44
Well said, and taken to heart. Thank you so much, Jen Taylor,
34:49
for your time today.
34:50
Thank you for having me.
35:02
Thank you for listening to CI to Eye with Monica Holt.
35:05
If you enjoyed today's conversation,
35:07
please take a moment to rate us or leave a review.
35:10
A nice comment goes a long way in helping other people discover the show and
35:14
hear from leaders in the arts and beyond. If you haven't already,
35:18
please click the subscribe button wherever you get your podcasts.
35:21
We've got some pretty incredible episodes coming your way,
35:23
and I wouldn't want you to miss them.
35:25
This episode was edited and produced by Karen McConarty and co-written by
35:30
Karen McConarty and myself, Monica Holt.
35:33
Stephanie Medina and Jess Berube are our incredible designers and video editors.
35:38
Our music is by whoisuzo.
35:40
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and TikTok for regular content to help you market smarter.
35:49
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35:56
and you can always reach out to let us know who you'd like to hear next from on
36:00
CI to Eye.