In this captivating episode of the Live eCommerce Podcast, we are joined by a leading authority in partnership marketing, Sven Radavics, co-founder of Intribe.co. Sven takes us on an insightful journey through the remarkable case study of Contour, a smaller brand that successfully secured a partnership with industry giant RedBull. Discover how Contour managed to bring value to this high-profile collaboration, defy odds and achieve extraordinary success. This conversation is a treasure trove of practical tips and insights for ecommerce and retail businesses seeking to leverage the power of marketing partnerships. Whether you’re a small brand aiming for big partnerships or an established retailer looking to enhance your strategies, there’s something for everyone in this enlightening discussion. Don’t miss out on these invaluable learnings!
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From Niche To Notable: How Partnership Marketing Can Supersize Your Reach
In this episode, our special guest is Sven Radavics. I’m pretty excited about this conversation. We are going to talk about partnership, and we are going to dive into some interesting partnerships that Sven had in his previous life, and how we were able to leverage partnership as a small company and deliver high value to one of the behemoths in the space of beverages.
It’s going to be an interesting conversation. We have talked about partnerships before in this show. We have realized that partnership can be a way for brands, creators, and entrepreneurs to develop unique relationships that enable the audience to mutually benefit from both bodies engaging in the conversation.
What we are going to learn in the show is it’s going to be a pretty exciting episode and an interesting story that we are going to learn from. Before we go into that, if you like this episode, please share, comment, and like. We’d love to hear from you. Tell us what we do well and what we do wrong. If you know any special guests that we should have on the show, please tell us as well. Let’s dive in.
Sven Radavics has been in the startup world since 1998. He held a range of positions across sales, marketing, and operation. His first taste of partnership was with a brand that you probably all have heard of. It was with Red Bull and it was in 2009. At the time, Red Bull was still a company that probably no one knew much about. He also worked at Contour. If you may recall, or maybe you don’t know about it, Contour was at the time a big competitor of the GoPro camera. He also worked on a partnership campaign with the likes of Burton, K2, Ducati, and Monster Energy.
He was involved in over 100 co-marketing campaigns, which makes him a true expert in the organization of co-marketing campaigns and partnerships. I’m excited about that. What is interesting about Sven is, if he’s not working on intribe, which he is now the CEO and Founder of intribe, a solution that helps brands build partnerships through technology, he is also a rock climber. If he was not working on intribe, he’d love to be on a green tech startup. Sven, we are super excited to have you. I know it’s super late for you. You are calling from Australia, is that right?
From Singapore, but I am Australian. Thank you. Thanks very much for having me on the show. I’m excited to be here.
I’m excited too. The reason I wanted to have you on the show, and this is something that we had approached for the past on the show is this notion that partnership can leverage your company. When we started to talk, I started to understand that you have this deep experience of what leverage can mean. I’d love for you to tell us a little bit about what Contour was to set the context for the readers. Tell us about the origination story of how this Red Bull partnership came about and what it meant at the time for you in the position you were in.
If we go back to the period of time between 2008 and 2012, there was what was known in the industry as the Helmet Cam Wars. Contour and GoPro weren’t the first two players in the market at all. There were two big incumbents. One was Oregon Scientific. They sold a lot of technology products through catalogs, and they had a helmet cam, a big plastic thing.
The leader in the market was a company called VIO Their claim to fame was that they were used in the filming of the very first Mission Impossible movie with Tom Cruise. There was a very famous scene that could only be shot by a helmet cam. Contour and GoPro were the new kids on the block, but we were new kids on the block just as things had started to change. Technology had started to change.
VIO was a separate recording device. It’s not a phone. It’s a separate physical device with a cable and then a very small camera that people would tuck behind the ear or whatever. The scene was set but we were more innovative companies. We were newer companies, but in the beginning, there were about four of us. Oregon Scientific was very focused on catalog sales. VIO was very focused on trying to be the camera that they used in the movies for the best shots. GoPro was very surfing-focused. That’s where they started, and the founder was a surfer himself.
We came along and we were very snowboard and mountain bike-focused as a startup. Everybody knows GoPro now. Contour doesn’t exist but for five years, we were very close. As shifts in technology happened, these two companies, as the others fell by the wayside, would change the lead. At one stage, GoPro went very heavily down the 3D path. I don’t know if you remember when 3D movies were all the rage a few years ago. GoPro went heavily into that and we leaned very heavily into going from standard definition recording to high definition. We were the first with an HD camera.
For a while, we had the lead because the 3D was a big distraction and it didn’t go anywhere. It was a very exciting period of time. For me, coming out of a tech background, learning about the sports market, the active lifestyles market, and consumer tech was very exciting. Along with all of that learning, we were lucky enough. We hired a brand marketer as we started growing faster that came out of the action sports industry.
Sports and action sports had always had a long history of partnerships. He would start to talk about us working with other brands and co-marketing. I was running global sales. I was familiar with channel partnerships. We had distribution partnerships. We had retail partnerships. I was already familiar with some of the language, but I hadn’t known about marketing partnerships before joining Contour.
When this person came in because he had those relationships and started to bring that to your attention, all of a sudden it started to click in the company. What was that process like? When the person started to say, “We should do more co-marketing partnerships?” Was it something that the management wanted to do or they were like, “Marketing is more like getting us in front of audiences?” How was the vision and partnership? Was it something that you were going to heavily invest at the time?
Not in the beginning. I was the channels guy. I was very interested in things like point-of-sales displays in the stores and programs for the salespeople or the distributors that we were working with. I was focused on that. The other marketing team, everybody was focused on Facebook at the time because that was the hot product. It was all about getting likes and views on Facebook. Social media was coming into its own. I think the first few partnerships that we did were probably smaller and experimental.
Also, this guy Dan, who I’m still friends with was a great human. He was sophisticated enough to understand that we needed to learn and see some wins and understand what it was all about. That’s what happened. We had some smaller partnerships. There were Matchstick Films out of Seattle, the Pacific Northwest, or somewhere that did these amazing snowboarding movies. They would use our cameras and we would get out there and do some joint promotion of that and say, “Get these cool shots.” It’s like social proofs that we used it for in the beginning and a bit of mutual cross-promotion along with the movie.
What you are saying is that the management was not on board, but you had this person that wanted to do it and wanted to experiment. We talked quite a bit about that during this show many times. Experimentation is at the forefront of what will make you successful as an entrepreneur, brand, and retailer.
One of the things that we also have to set for context, at the time, influencer marketing was also something new. It was not something that everyone knew about. People were still stabling on it. There was a lot of opportunity, but also partnership. I’m assuming partnership marketing was not the big thing that everyone was talking about everywhere.
This is an interesting thing. Strategic marketing partnerships have been around forever. The trouble is that they are not as well known amongst consumers or the general population as influencer marketing or email marketing is. It doesn’t roll off the tongue. I often try and wonder why, but if you go and do an MBA at a top business school, a big part of that MBA, once you move away from finance, spreadsheets, and modeling, becomes about strategic partnerships. Strategic marketing partnerships are one of those.
When you look at the big brands, they have been doing this for a very long time. For many decades, brands have been working together because they understand it has a very high ROI. What is newer is that smaller and more innovative brands started doing it again. They are leveraging and combining the digital, online experiences with these partnerships. When you think of traditional brands, a lot of those partnerships are quite offline.Marketing partnerships can be leveraged in the digital space by smaller and more innovative companies. Click To Tweet
Starbucks and Spotify are a marketing partnership. When you see Spotify being played inside of Starbucks or the free Wi-Fi, Starbucks doesn’t pay for that. That’s a marketing partnership in exchange for email addresses of the Starbucks demographic. They have been this established thing, but they have almost been a secret of the corporate world. You can see it with airline loyalty programs or mileage programs. They are big strategic partnership plays.
Multiple airlines, even with competitors work together to beat the other competitors, working with the rental car agencies, and working with all these brands. Even the cause marketing aspect with the carbon offset is part of these programs. For us, it was new because we were a smaller company and we were leveraging the partnerships in the digital space and that was also quite new.
Here you are. You are a five-people crew running Contour, and then you are starting to gamble into partnerships or having partners with smaller brands at first, and then, came Red Bull. Tell us how that came about and how transformational was that encounter for your customer. I’m assuming at that time Contour was a small crew. You probably didn’t have many followers on Facebook or you probably had a lot of fans, but it was still a relatively small fan base.
A couple of things happened that are quite interesting. We had a small fan base, but we had a very loyal fan base. We happened to target our product to mountain bikers and snowboarders. That was also a market that Red Bull was going after. It was the more extreme of the action sports. We were probably a little bigger than five by this stage. We might have been 10 or 12 people.
Dan was on board, but the call that came in landed on my desk. I picked up the phone and it was somebody saying, “This is so-and-so from Red Bull here. We have this big event. We need some free cameras.” I was like, “What do you mean free cameras?” We were just starting to make a little bit of money. We are still a long way from being profitable. The whole conversation started with me saying, “No.” I said, “Give me your details. I will talk to the team, but we can’t give you 50 free cameras because 50 cameras are what our best store sells in a month at that stage.”
The answer was no and that’s how I left it but I did take the gentleman’s details. We spoke about it with the team and I spoke about it with Dan who headed up our sports marketing and our partnerships. He was like, “We have to do it. You don’t understand.” It was when Red Bull started talking about not being a beverage company, but being a media company, and this was also a new concept.
Dan was very insistent. He was like, “If we give these guys free cameras, the events that they do are crazy. Our whole target market is doing nothing but watching it. They are streaming it off YouTube. Red Bull is building their website that’s hosting their media and they keep doing more and more of these events, so we have to do it.” I was like, “If everybody is in, let’s give them a chunk of free cameras.” It was my allocation of samples for probably half a year at that stage or maybe for the year in the budget. We gave it a crack.
It changed your budget. I can imagine that to be painful. You place a big bet in some way, and the bet, I’m assuming had a payoff knowing what happened next. In some way, did you feel that there was a balance of power at play because they were the bigger guy? You provided those cameras, but you feel powerless, or do you feel it was a very healthy partnership from the get-go? I’d love to talk about that because partnership is always this double-edged sword.
One can be abusive over the other, and you are feeling crunched about it. In this case, Red Bull is a pretty sizeable organization. There are a lot of potential viewers for you and opportunity but on the other way, you are a small guy. How do you make that balance work? Did you make that balance work? I’d love to hear that aspect of that partnership.
The Red Bull one isn’t one where I felt the imbalance so much, partially because I was naive and I didn’t understand the value prop, but partially because a lot of the things that they were doing were still quite new. They are turning into a media company running these crazy events. I think at that stage, I don’t know if Red Bull Rampage existed yet. I think that might have come along a couple of years later on.
A lot of the events that we take for granted now were still either not being created but were still only a few years old and streaming everywhere. Their eyeballs were growing. It was a J-Curve, but compared to now, it’s still very small. We learned some things together. With the technology, with the camera being fully digital, there were only two choices. There was us and GoPro and we were both fairly small. They started with us.
We learned a few things along the way. I do want to talk about the size discrepancy. I would like to come back to that maybe in general or talking about other brands but for us, that initial thing was a bit of learning on both sides on how to do it. They kept asking for free cameras and that in the beginning was a struggle for me but there were a couple of things that I learned at Contour because I’d come from enterprise technology.
With consumer products, one of the things that I learned that shocked me at the time was quite simple, the more you give away, the more you sell. It was an adjustment for me coming from selling a $50,000 computer hardware system into this type of product. If you have a hot and cool product, the more people that physically have your product, show their friends, word of mouth, and in our case, take video and share it online and people saying, “How did you do that?” “It was with a Contour.”The more you give away, the more you sell. Click To Tweet
The more we gave away, the more we sold. I needed to get across that equation in my head as well. I think Nick Woodman from GoPro would turn up all around the world and go to these action sports trade shows. He would turn up and climb on top of a bench of a trade show booth with a bag of cameras and throw them to people. What it created was this big draw of people running towards wanting free cameras and a lot of excitement. The press would then take photos of that.
The consumer was a game where things were quite different, and then the whole relationship was evolving. I was doing two things. 1) Learning about partnerships and 2) Also learning about consumer products. GoPro was pretty good to deal with, and we started seeing the results. It was towards the end when things got more difficult.
You are talking about this imbalance, but how were you able to deliver value for that big brand? In some way, you say, “We have a great product. People love our product,” and everything. Was it obvious that the value you delivered to Red Bull and how did that go along? I’d love to go on that and then we can go back and balance of size.
The thing that turned out was we were creating a new market. It was a new industry. It was a new category. As of that, we were the experts whether it was a helmet camera or a body-worn camera. We knew the things that you could do with it. GoPro, like most people, was taking the camera and sticking it on an athlete’s head. They would ride down the mountain, ride around a track, or do things. They would record that from start to finish and wonder why the athletes were doing these amazing things, but the footage wasn’t that interesting to watch.
A couple of things happened. At that stage, we managed to hire somebody from one of the big action sports filming companies, and we set up a small film studio in-house. By this stage, we are maybe 20 to 25 people. We had a little studio and a crew of maybe three people, but we had a pretty high-end mixing desk and some cool technologies.
What we learned very quickly was you can’t just stick a camera on a pro athlete and get great video. If you are talking about downhill mountain biking, yes, you put one camera on the head, but you put another one on the handlebars facing up at the athlete. You put one on near the rare shock absorbers so that you see the shock absorber going crazy on the big jumps. You would do multiple things. Before selfie sticks were invented, we would give snowboarders a ski stock and we would mount the camera on the end of the stock.
Pre-selfie stick, we were creating selfie sticks so that when they were going through powder, you could get the view back as the snow going over their face and things like that. As we worked with all these different brands and did all these different sports, we got all of these crazy ideas of how to mount cameras. If somebody is going over big jumps down a mountain, the main camera, the most exciting view is from the bike rider behind them that’s following them and can see them do the back flips and get the air. It’s got to be an equally good rider, but it’s not the camera that was on the main athlete. It was the camera on the athlete behind.
All of this knowledge we brought, and then we knew how to edit it together to make exciting content. That’s what we started bringing to bigger brands when we started going out saying, “Here are the cameras. Have your free cameras, but give us the footage and if you want to edit it in-house and do what you do, do it, but then give us the same footage and then compare.” That’s what we brought and that made a difference in a lot of our partnerships that we could help them make the best use of the footage they captured.
This translates so well to what we are doing in the live commerce space because, in some way, you can have one camera recording your live while you are talking. There’s a company out there that’s called Favored.live. They are good with production. What they are doing is they are using multi-camera to value the scene of the product from different angles. They have different zoom-in and zoom-out. It makes a significant difference in the overall quality of your stream. In some way, you could say, “Why would I do that?” However, it does have a strong appeal. In this case, as you say for you, that’s how you delivered value.
As a smaller organization, you were able to deliver a tremendous amount of value to a bigger organization because you had interesting insight from how you were operating with different types of markets and then trying to bring those insights and deliver tremendous value. It’s interesting. It’s not so much about this imbalance of size in some way. It’s like, “What is the unique insight you have that can bring value and regardless of your size, you can be as valuable to someone big in your partnership?” Am I wrong in saying that?
No, you are spot on. That is true. It’s about value and it’s understanding like with any human partnership. We even say marriage, and I will probably come back and talk about marriages in terms of or as a reference to partnerships a couple of times. It’s about the value that your partner sees in you and the value that you bring. Most people before they get married these days, date different people and they see different value propositions. Eventually, they discover the one that they marry.
With partnerships just like with dating, you are asking questions. You want to learn about the partnerships and what’s going on. Instead of their life, it’s what’s going on in their business. What are their goals? What are they trying to achieve? When you have these open conversations and you do a lot more listening than you do talking, you can learn about gaps in the partner’s business where they are struggling, what their goals are that they are struggling to achieve and maybe there’s something that you can do.
I have brought partnerships value in a lot of different ways. When I started off doing some of my own, I often worked at early-stage startups. I’m often the smaller partner and I will do things like for every social media post they do, we will do three of them, just three exits. Maybe our reach is much smaller, but we make the effort. Even if the three don’t combine to their total reach, the partner can see the effort.
That’s one of the things that is important that they understand that you are doing the best you can, but there are often opportunities for smaller companies to work with big companies. Large corporates may have particular innovation goals that they struggle to achieve. Corporate innovation is a tricky beast. A lot of corporates talk about it, but they struggle to execute it well because they are corporates and they don’t know how to do startups or innovations even if they incubate them in-house or even if they do things like that.
Sometimes, if you find a large corporate that you’d like to work with, they may have an innovation program or an incubation program where they are incubating much smaller entities. You could start by partnering with those smaller entities and helping the smaller entity inside the corporate achieve a goal, and that’s a foot in the door. That can often make a big difference that way.
Understanding what’s going on for a larger business and then trying to be innovative and look at things that you can solve. One of the bigger companies that I got involved with as a partnership that was a complete imbalance that we managed to get across the board is quite simply they were trying to do a partnership with another bigger company and they couldn’t get to the right person. I happened to be connected to the right person because I’d done partnerships with them in the past.
By having a conversation and finding out what their goals were, I was able to make two connections that had almost nothing to do with the partnership that I was proposing. However, because I solved a big challenge for them and brought a lot of value that way, they were keen to bend over backward and see what they could do for us.
Very often, we hear your network is your net worth. This is one good case of that. I’d love to go into this unfortunate event where a partnership goes wrong because this is, in my understanding, what went on with Red Bull. You had a good ride. You grew quite significantly and then it did not go well toward the end.
When you think back to that story and so many of the others that you probably had throughout your career, what are the big watch outs when you start to see a partnership that is starting to go well? How do you maintain that partnership balance maybe or mix it well or do you simply think that any partnership has an end life and that we should deal with it? I’d love to have your sense of that and how do you think about it. What’s the tip you will bring to the readers about that?
I don’t think that every partnership has an end life. I think Red Bull and GoPro now show that. Ever since GoPro took the partnership away from Contour with Red Bull, they have over time got closer to the point where a few years ago, they acquired shares in each other. They own parts of each other. They are as close as you can get when it comes to strategic partnerships.
Not every partnership has an end date. With time and with changing circumstances, the nature of a particular relationship or partnership can change. Particularly in this world where we are living in now where the pace of change is so rapid if one partner is embracing the pace of change and the other one isn’t keeping up, that’s going to start to cause some issues in the partnership because the partner that isn’t moving quickly enough won’t be able to deliver as they did in the beginning.
Again, it’s a little bit like two people in a relationship. Particularly, younger people where maybe one is maturing or getting their life goals and focus more quickly and the other person is still maybe out partying and having a good time and not in sync. Sometimes that’s quite often why two people go different ways. In business, it can be the same thing between partnerships and when the goals no longer meet.
It’s a little bit like a marriage. One of the key things is communication. There’s the legal contract, which if things go bad, but that’s the only time that contract should ever be looked at apart from the day it was signed. That should be the last time. However, there should be established processes and protocols. The two partners should be communicating all the time formally and informally.
For me, the key focus, and it’s funny. I heard this when I was reading one of your episodes where partnerships were mentioned. It’s approaching partnerships by thinking about how you can help the partner. It’s not about poaching partnerships for what you can get out of them. It’s because almost always, you are going to get more out of a partnership if you spend most of your energy making sure the partner gets what they want from the partnership.Approach partnerships by thinking about how you can help the partner. Click To Tweet
I love that insight from Ashley who we had on the show. You took those 100-plus experiences as partners with Red Bull and many others. Being in the startup for a long way, you say, “I’m going to be my startup. I will create my startup.” What’s interesting is that most people address partnership through the angle of, “I’m going to build an agency. I’m going to help people through an agency.”
In your case, you decided to build a partnership using technology. I’d love to get your perspective on what brings you to create a technology solution and what do you think technology can address differently than an agency can. Are they complimentary? Also, thinking back to eCommerce, why do you think it’s interesting to have a tech tool for eCommerce when we think about partnerships?
There are a few things there. I learn about partnerships in the 2008 to 2012 period with Contour, but I was the global sales guy. I would come in and at that stage, I was joining startups as the VP of Sales. Quite often, the startups that I joined were smaller underfunded startups in the US. I’d started in the Pacific Northwest mostly, in Seattle startups. I kept getting invited back to new startups after the first one, but then also went and worked with some Chicago startups as the Head of Global Sales.
As these startups were often underfunded, there was never enough money for marketing. It came to a head when I was working for this Chicago startup that made the first Bluetooth speaker that was about sound quality, and not only about size and convenience. When Bluetooth speakers first emerged, they were all tiny and tinny sounding, but you could take them. They were portable. That was a cool thing.
The Chicago startup made it bigger. They brought back the Boombox from the ’80s. The speakers had room to move. They could push some air and make this amazing sound. We were selling them for an amazing price. As I had these relationships in these big retail chains around the world, I could take the speaker and walk into a meeting with buyers. Play the speaker, give them the pricing, and I could sign deals. They trusted me. They loved the product. We put it on shelves. The trouble was nobody had heard of it. There was no marketing. They didn’t move off the shelves and speakers, particularly higher-end speakers are quite a personal buying experience.
The unfortunate thing was the founder had a bad experience with marketing. Every story you have heard about a startup that was taken advantage of by an agency, you take every story you have ever heard of and roll it up into one person. This was the founder and CEO of this company. He didn’t like marketing, but I was at the point where I had moved products onto shelves and into warehouses. There was nowhere else. If this stuff didn’t start selling through, there was nowhere else to move the product.
The countries I was going, targeting, and selling to were getting smaller. We argued a fair bit. I’m a great human, but I was like, “I need some air cover here. We need to move this product off the shelves or these big retailers are going to start sending it back and there’s nothing we can do.” Eventually, he looked at me and said, “What’s the best ROI marketing you have ever seen?” I said, “Hands down. It’s partnership marketing.”
What happened then was what had always happened to me was I got a second job. I was building sales teams. I was building retail channels and negotiating contracts. Suddenly, I’m the brand partnership guy as well going out and signing partnerships. There was one day and it must have been 3:00 or 4:00 in the morning. I was on LinkedIn. I built lists of brands. I have researched all these brands.
I sent 50 cold outreach messages to these brands and tried to find the right person to talk to about partnerships. I was like, “There must be a platform for this that I can just log on to the platform, type in what my target market is, what my audience is, and what type of partnership marketing I want to do. Is it a content partnership? Is it an event partnership? Is it a cause marketing partnership? What is it?” I couldn’t find one.
That’s where the seed was planted. It started as a side hustle. I played around with it and wasted a lot of time not jumping into it full-time. By that stage, I had a consulting agency where I was like a fractional head of sales and channel guy for these US tech companies. I was mostly helping them expand into Asia and Europe. I started building it. I had the idea then and now it still holds. I believe partnerships are very much about people. However, there is a whole lot of hard work before the two right people can get on a phone, a room, Slack, or WhatsApp and have a conversation.
The big brand, you talked about is GoPro. They have got the Red Bull partnership, but they have got all these other partnerships and they have these networks. They can ask their partners for referrals to other cool brands that they could partner with but startups and smaller brands don’t have those networks and they don’t know where to start. Very simply, the one-liner for intribe is Tinder for brand partnerships, but we are more like LinkedIn where you can specifically search for the things that you are looking for in a partner. That’s where we are. That’s what takes maybe 30 hours of research and reduces it to fifteen minutes.Intribe is Tinder for brand partnerships. Click To Tweet
The initial idea was all about time-saving, which is money and making those connections quickly and where it’s going. This is what I think the sweet spot is. If I can get this right and help people make great relationships and help brands build great relationships with other brands, and then automate all of the boring stuff, all of the busy work like the agreements or the paperwork, that will be where the magic happens.If you can help people make great relationships and help brands build great relationships with other brands, that’s where the magic happens. Click To Tweet
It was a very insightful conversation. Thank you, Sven, for jumping on the show and sharing this fantastic story of what the Contour and Red Bull partnership was. How did that come out and what were the learnings that you got out of it? What we have had no opportunity to learn about now is the value that you provide as an organization more than the size you are.
Also, as a retailer, you could think about it too. It’s like, “How do you partner? How do you expand and leverage yourself, provide the value and the core thing that you know how to do so well? Where can that thing bring tremendous value to someone else that they can offer it to their audience and show their audience what that could mean to them, which drives more sales?”
The other thing that is funny is the more you give, the more you get back. This is something that is so true. Especially in this economy where we need to be careful and mindful of our spending. It’s good to be reminded that it’s important to give because you don’t get back. We see that with influencer marketing and much different partnership that you can think of. I hope this conversation was helpful. Where can people learn more about you?
The easiest place would be the website, which is www.Intribe.co. We don’t have the .com yet. That’s the most important thing to remember.
Thank you, Sven, for this wonderful conversation. Please share, like, and comment. Tell us what you prefer to hear from in the future and how can we be of any help. We have the Live eCommerce Community, if you want to continue this conversation. We have a lot of wonderful guests in this community. Please join us, have a conversation, and have fun with us. Until next time, thank you for now.
Thanks very much. It was a pleasure being on.
- Sven Radavics – LinkedIn
- Live eCommerce Community
- Ashley Scorpio – Past episode