Welcome to Innovate presents Entrepreneurs in Tech.
Today, we're delighted to have our guest, Katie Scott.
Katie, thank you for joining us.
And could you please start by introducing yourself and provide some insights on your
tech background and expertise.
Yeah, absolutely.
Thanks, Bob, for having me.
My name is Katie Scott.
I am one of two founding partners of Pontum Technology Partners, a boutique
strategic advisory firm where we work with helping really businesses consume,
optimize, evaluate technology.
We'll work with the executive team to really understand strategic outcomes from
a technology perspective.
And then we will see that through and equip and kind of guide their strategic
resource or I'm sorry, tactical resources.
in really sort of seeing that through and executing on what it is that the business
is looking to do with equipping their either customers or employees or the
business in general with that technology of choice.
So I'm also the president of the Mid -Atlantic CX Forum, a recently founded
nonprofit professional community organization for revenue leaders and
technology leaders.
to come together in a way that they have never come together before.
They all really kind of own technology now.
And we've seen that shift, and I'm sure we're going to talk about that a little
bit here.
But the reason behind starting that was we work with revenue operations leaders,
customer experience leaders, and IT leaders.
And we're seeing a gap pretty often in terms of kind of the ability for them to
support one another and to work.
best together while they all really own employee and customer experience through
technology.
So we'll talk a little bit about that as well.
My technology background is unique.
I did not go to school for technology.
I have a liberal arts education degree, which I actually think has translated
pretty well, just because, again, we'll get into it.
But I believe that it starts with the people and then the process and technology
really kind of comes through last.
to make sure that you're selecting the right one to enable those two formally
mentioned things.
this is pretty impressive.
I have to say, Katie, you didn't go to school for technology or tech or AI, and
that's all you do.
And beside it, you wear multiple hats and I don't know how do you find the time, but
it's pretty impressive.
I have to say we're going to get into all of that.
Yes, absolutely.
So Katie, is it possible to take us back in your early career and tell us a bit
about what are some of the biggest challenges you faced?
and how did you overcome them?
I mean just by started talking to you I already know your personality which is
pretty impressive and very inspiring for a lot of females who want to get into the
tech business please or anybody not just females yes.
yeah, absolutely.
So yeah, absolutely.
So I graduated from Gettysburg College in 2009.
It was just about the worst economic environment ever.
Less than 50 % of my graduating peers had full -time professional jobs.
So I wasn't sure what I wanted to do, but I do in hindsight, I am happy that I have
a liberal arts education because it really didn't pigeonhole me.
I didn't have to pick a track.
like accounting, whatever it may be, and really go all in.
So I've always felt very enabled and empowered to kind of pull from different
pieces of my life.
So with that, I started a company called Vanguard.
They're a pretty well -known financial institution, financial services
institution.
And I started as part of one of their several kind of classes of agents who were
coming in to be on the phones, talk with people who have invested.
I was on the
institutional side, which is where they have their pensions, 401ks, participants
through businesses.
And I had to get my series six and 63.
I wasn't sure if I liked finance.
It was a job, but I really started as an agent on the phones, working with
customers regularly.
Yes, I could trade.
That's a seven.
Yeah.
Six and 63 was really what I was doing was I was helping.
employees of the different plans transact, understand their plans, take loans,
hardship withdrawals, things like that.
But I was part of a giant contact center.
There were about 4 ,000 of us across the business.
And I quickly figured out that I did not want to be on the phones, logging in,
logging out anymore.
So one of the biggest challenges I would say is trying to figure out what I
actually really wanted to do.
I knew I really liked working with people.
I knew I liked helping people.
So from there, I quickly kind of moved my way up into the area called the helm,
which is the team that oversaw, managed, ran the contact center.
I thought I liked finance, so I stayed in finance.
But one of the challenges that I really was struggling with was how do I apply
that?
Because it can be very, you know, in several different ways, either technical
finance or.
But what I figured out was I really, really liked working with people, helping
people.
And so from there, I moved to a company called Glenmead Trust, where I was an
assistant portfolio manager on the endowments and foundation side.
So that is where I learned I really like, again, relationship management, working
with people, trying to understand the goals they're looking to accomplish.
But the biggest challenge, I would say, especially as it pertains to technology,
was when I got my job at Evolve IP.
my former employer, I was hired to work in a sales role, as well as sell technology.
And I'd never done either of those.
So I appreciate the fact that they trusted me and gave me that shot, but that was
tough.
It was tough to get in front of decision makers in technology without a strong
technical background.
And so at that point I was sort of like, what do I do now?
I was pulling different pieces of each role that I knew I liked and I ended up at
Evolve IP, but I was not well suited to kind of get people on the phone and
immediately add value.
So I moved over to their account management side and quickly took on some
of their largest customers.
And I spent a lot of time kind of right sizing or looking to really help get in
there and make sure that my customers were.
getting what they wanted out of technology.
And that was where I had learned to overcome the challenge of figuring out
what I liked by just digging in and kind of learning how technology can map to
business outcomes and how technology is so unique.
Because at the time I joined technology, I was really taking, they were shifting from
being a cost center.
to more of a proactive owner of technology beyond just the plumbing.
Everyone had previously expected it to work.
You hoped it was up, and if it wasn't, then you had a problem.
But I had joined technology, and Evolve IP had a lot of end user facing productivity
tools, which we'll get into.
But it was very different the way that technology needed to work with the
business.
And that's where I figured out that my skills of helping people mapping.
what people are saying to actually what's sort of being used was really helpful
because I equipped IT with the ability to go out and talk to the business and then
made sure that we as the service provider were actually delivering on that.
So that said, one of my biggest challenges was being a woman for sure in a role where
I was working in a very male dominated industry.
A lot of our customers, the primary contact was someone who's very technical.
So one of my biggest challenges that I'm very proud of, but I continue to kind of
come up against in different areas of my career is the fact that I'm seen as non
-technical for whatever reason that might be.
Even though I spent a lot of time and eventually learned to the point where my
tech chops really were just as good, if not better than several of the kind of
people internally, it was always something that I was really kind of working uphill
and looking to overcome.
And I always felt really great when I could get the respect of them once they
really sort of figured out that I did know what I was talking about.
And I wasn't just a salesperson.
So.
Thank you.
tech industry.
Let me ask you a quick thing.
Being a sales tech, is this what is exactly when somebody say I'm in tech
sales?
Like I understand somebody's I'm in medical sales.
I got it.
They sell equipment and certain things for doctors.
But medical, is it selling softwares for companies, small companies, big companies?
Is it what it is or machineries or focus on primarily software?
So for me, it was infrastructure because with technology, there are line of
business applications that are very specific, like an HR information system.
You'll have your CRM, things like that, where it's really either unique to a
vertical or unique to a piece of the business.
The type of technology generally that I was selling and or solutioning for our
clients was more enterprise applications and enterprise infrastructure.
So all of the tools that...
all their employees use to do their job on a day -to -day basis, from infrastructure,
cloud infrastructure, to Teams voice communication, to collaboration, digital
experience, backup, disaster recovery.
Yeah.
I think in the best way possible, actually.
Yeah.
OK.
Thank you.
been in the tech world for over 15 years.
And what are some of the biggest changes you've seen how business use technology
these days?
Yeah, that's a great question, especially because my time has spanned COVID, right?
So that was interesting as well.
But even before that, I think it was very interesting for me to join when I did
because the folks who were in my industry a lot longer had been in my industry
working on things like wide area networks, long distance calling, much more sort of
less user impacting than where
technology sits today in the business.
Technology frankly is the business now.
And so we have seen it go from kind of cost center where it's the price of doing
business.
It is what it is.
You have your IT team, but it's really looked at as like, we don't want to hear
from them unless it's broken.
Otherwise be seen and not heard basically to an internal IT sort of support and
service center where IT was starting to look at the employees as.
the folks that they service, their stakeholders, and that's still the case.
However, it's even changed more so where now IT really owns a strategic seat at the
table in terms of enabling the best employee experience and subsequently
customer experience because this digital world, that is how your customers can or
cannot communicate with you and how your employees can or cannot be empowered and
enabled and efficient using the right tools to do that for you.
So...
They've really, we've seen business shift as well as where IT kind of sits in the
business take a very big leap.
And now they are really kind of proactive business partners in owning that.
Amazing.
Can we just clear the way a bit and talk about one little important thing.
You know, a lot of there's a misunderstanding and misconception.
I would say if our listeners, the viewers and everybody out there that, you know,
first of all, you earned the title of being a tech entrepreneur.
I don't care what you earned it.
A hundred percent.
Yes.
With a certificate and you commenting on this is pretty important that a lot of
people fear they say,
AI will take over AI.
And I would say my personal opinion is AI is only a tool.
It's going to help us advance to make things better, faster, and get us to where
we need to be at a faster pace.
And all we need to adapt to it and learn it, learn it, not be afraid of it, learn
it.
Your comment as a tech entrepreneur, please.
Yeah, I would agree.
I think it's coming whether or not we want it to.
So people who are wishing that it wouldn't or have other reasons for be it their type
of job, like for example, Gartner, they're a research company.
I can understand why a research business would be less hesitant to say it's coming
as quickly as it is, but it's already here.
And so I think people need to embrace it and it will just really, it will take away
things that
we were having like labor shortages, for example, that will be helpful.
I think it will become a tool of how you really do X job with AI as part of it.
And that is really going to be where we see this moving.
I'd say it's really an interesting time because AI and automation have been
around, they've been part of different vendor solutions that our customers use
who are now kind of still wary about AI, but...
The biggest thing we're finding is back to that sort of IT and where they sit in the
business is who owns AI within a business.
And so that is what we're seeing is sort of one of the biggest challenges as does
IT 100 % own it?
Because it's really the business that needs to say what could be automated that
would be helpful that can cut costs and give time and efficiency back to your
human capital for more strategic things.
However,
IT is, it's all new to everyone.
So that has been one of the biggest things that we've seen from a challenges
perspective is who kind of owns fully the, what do we do?
How do we do it?
Does it make business sense?
How are we calculating where we want to start first?
But yeah, absolutely.
I think it's not going away at all.
In fact, for the Mid -Atlantic CX Forum, we just had our first summit that last
week and we had Dr.
Steve Andreal, who is the Thomas G.
Labreck.
professor at Villanova University's technology school.
He teaches AI and machine learning and his presentation was incredibly eye -opening
and thought -provoking for everyone who came just because I think the first step
is really ripping off the band -aid and saying it's coming whether or not we like
it now what do we do about it and how do we sort of work within that and do it
responsibly.
Very insightful.
Thank you for the information.
Absolutely.
You know, something that our viewers and our listeners and whoever else comes
across the show, that's definitely very helpful.
You worn lots of hats from client success to leading contact centers.
How have these different roles you played influenced the way you approach TIC
advisory?
Yeah, great question.
Significantly so.
I think that my background, having sat in those seats, allows me to really
understand a little bit more and empathize with where those stakeholders are coming
from and their reliance on technology.
And we focus a lot, pontum means bridge in Latin, and we really focus on bridging
those kind of gaps internally that are natural.
and making sure that the key stakeholders of each of the business units that are
going to rely on this really kind of have their voice heard and that we're making
sure that instead of seven unique projects where digital marketing team goes out and
finds one thing, quality and assurance find something else, customer support find
something else where we're really kind of helping IT understand where the lens
through which those different stakeholders are looking.
and folding that in, in a way that IT is really focused on supporting what they
need to support day to day.
So it has significantly impacted it because I saw a pretty big gap in terms of
technology partners and distribution that existed when I worked in my former role.
And really this was the biggest area is that no one knew how to guide the
technology team to then identify the right people to engage.
when to engage them in the evaluation, to make it beneficial for everyone, and then
really kind of how to make sure that you're capturing and delivering on what
they need.
So it has, I think, been pretty significant for me just coming from more
of a business background and then folding the tech in versus starting with just the
tech and then kind of backing in the business into that.
You focus on helping businesses use CX, EX, AI, tech solutions effectively.
What are some common hurdles that you see and how do you help businesses get past
them?
Great question.
I would say not to be kind of continue to repeat myself, but the alignment is one of
the biggest hurdles is the fact that these are different projects that touch so many
different areas of the business and are not really kind of able to be unilaterally
made in a vacuum decision.
That's is it secure?
Is it infrastructure?
Will it work with whatever else we have?
Yes.
Those were really kind of the questions before.
Some of the biggest challenges we see is it's a chicken or the egg, right?
So who drives what is prioritized?
Is it the business users or is it the technology team saying our vendor platform
is end of life, now we're ready to go look at something?
So really some of the biggest hurdles are internal alignment.
And then prioritization alignment on what's the priority and how to kind of
make sure that you're able to deliver on several of those projects versus having to
choose.
I would say that's a big piece.
I also think that a lot of businesses are relying on traditional distribution
methods.
So meaning how they actually get and procure technology.
There were your traditional methods like value added resellers, managed services
providers.
Gartner, things like that, where they have left a gap in the market for businesses in
the mid -market, smaller enterprise who need, technology has changed.
So they need a different type of partner who really understands a cloud -first
solution and what it means to understand each end user, how they use it, what the
dependencies are, the process, things like that.
It's just very different than choosing infrastructure.
So we see that pretty often.
Companies are relying on their value added reseller who might also be their incumbent
to help them kind of evaluate and select a new strategy.
And so those are some of the challenges we're seeing are just really internal
alignment as well as leaning on partners that can't help them get that internal
alignment.
So that's really where we focus.
And that's why it's interesting because technology is so important, but it's
really the last piece in our opinion.
Interesting.
You started MidAtlanticCX Forum to connect with CX and tech leaders, many companies
you started.
What made you want to create this forum and how is it growing since you started
it?
Yeah, great question.
So working with our clients regularly over the last 15 years, we've seen that gap
exist that I've kind of talked about.
And we've seen that impact the employees and their ability to sort of be enabled
through the end user applications that are being selected for them, as well as in the
customer experience.
And after speaking with a lot of our clients about where they're going,
how they are sort of interacting, how are they gaining alignment, how are they
collaborating with these other areas of business that they're all really reliant
on to deliver.
There was nothing like that.
So there are things that are specific for CIOs and IT leaders or help desk leaders.
There are specific professional groups for CX leaders, but there's nothing that
really kind of brings them together.
And since that's such a core component of how we help businesses and there's a long
kind of education cycle getting
them involved and having them think about a different way to evaluate, to optimize
technology and to source technology, we thought that it would be a great idea if
we could sort of bring them all together as peers so that they can start to
collaborate, learn together, be exposed to different technology that normally a lot
of CXM revenue leaders would have to wait for their technology teams to bring to
them, usually a little bit late in the evaluation cycle.
And so we saw that gap.
We asked quite a few of our clients if they thought there would be value there.
We got a resounding yes.
So we started that about two months ago, actually.
And so we're excited to kind of fill that gap and have the endorsement of those
other groups that have been well established, like SIM, Society for
Information Management, HDI Philly, CX Professionals, where they're saying, yes,
this is a need to bring everyone together.
They were traditionally very siloed.
And now there's a lot of interdependency there.
So that was the reason behind it, as well as if we can help more companies than just
the ones we're actively working with by creating this type of community for them
as well.
That would also be really great from an education perspective.
So that was how we started it.
Yeah.
how did you come up with this?
That's a separate question.
Yeah, happy to share that with you.
But it's been really exciting.
We have now seven people on our advisory board who are overseeing our mission.
And those are CIOs from companies like Vanguard, from large businesses who have
said, yes, this is a need.
So we're excited about that.
And we just had our first nonprofit launch last Wednesday.
And
We didn't even have enough seats in the room.
So that was both stressful and awesome.
Yeah, yeah.
Thank you.
you have an issue of finding what is wrong and what's needed and you go after it.
For somebody who didn't even go to school for tech or business strategies or not,
you went for liberal arts.
You took the simplest way in school, but you chose one of the most difficult ways
in life and business world.
Amazing.
And you succeeded in it.
You know, kudos to you.
Definitely.
I would probably see a master class coming soon by Katie Scott.
First, we have to make sure I can execute on all this, right?
But yeah, yeah, master class next, absolutely.
you're going to inspire a lot of people once they watch this episode, a lot of
young entrepreneurs, women and men, and who's going to be inspired by your path
and your knowledge and how did you carve all of this and consume this knowledge.
So everything is possible in life.
From what I see, and the message that we're giving away from this episode,
besides all the interesting, insightful information that you
telling us and we're still going that it's anything is possible.
You just got to put your head to it and mind to it and just do it.
Don't be afraid.
Embrace it.
Amazing.
Amazing, Katie.
We need to have a book out or no?
I'm going to do the book for you.
We need a book from Katie Scott and we need a master class.
Absolutely.
Yes, definitely.
Much needed, much needed and will deserve to you.
Putnam Technology Partners.
you bridge the gap between C -suite strategies and a particular tech solution.
How do you differ from traditional IT service providers and consultants?
Yeah, great question.
So we believe that there is, so right now there are kind of the landscape that's out
there are the research firms, the leading market research firms, the traditional
kind of brokers that were more doing telecom, more network, things like that,
where they were getting several quotes and helping kind of diminish the amount of
administrative burden that that is for businesses.
There are your traditional consultants, right?
Those big four that will work with you on the strategy, hand you a pretty expensive
book, and then say, go figure out how to execute this on your own.
And they generally really only point to Gartner, who's best to breed, but they
don't really map what's best for you.
And then lastly, there's the value -added resellers.
and managed services providers and those folks more engaged on the tactical level,
day to day, support less strategic.
So we believe that we differ in that we bridge sort of the strategy you're going
to get from an eccentric center, from a large consultant, but we actually map it
to what's best for you versus best of breed.
And then we oversee the tactical execution, meaning we...
ride with the customer through successful deployment and optimization, and we're
completely vendor neutral.
So we sit on the client side.
There are no one specific brands that we've staffed engineers for, and
therefore, that's really like our cloud solution, which you'll find is the case
for several of these MSPs and VARs.
So I believe that we're unique in our approach because we, A, have vendor side.
experience.
So we've been there.
We know the contract terms that you can press on.
We know who is and is not delivering.
Our background, having run a contact center and being kind of a key stakeholder
and leader, consuming this, understanding what they care about makes us unique.
And then the fact that we really can be that Accenture without just pointing to
whatever Gartner's top providers are, we can map them to who's really going to
deliver.
for our customers and then we stay with them.
So we also have resources that provide continuity for our clients as well on an
ongoing basis because with technology turnover is very rampant as is the, well,
you get into the install and you have a project manager and they say, they ask a
question that immediately is not exactly what was talked about resale.
So we make sure that we're really kind of being that voice of continuity and making
sure the customer gets what they were promised and all of that's kind of vetted
in advance.
So.
You specialize in productivity apps and end user computing.
How do you help businesses use tools like MS Teams and improve both employee and
customer experiences?
Yeah, great question.
So we focus a lot on the employees and enabling them.
So that's where we focus on EX and user experience, employee experience.
We'll do things like start with how they work today.
And instead of starting with whatever the tech platforms are, understanding where
the users have adopted, where the integrations need to be, and then what
type of environment they're working in.
So we will really kind of consolidate the solutions that they're working within to
make sure they're not toggling three times when they really don't need to.
And we also make sure that we focus on enabling them with the tools that they're
already used to using if we can, while also delivering on the customer
experience.
And what I mean by that is during evaluations, oftentimes people are looking
at a customer experience contact center platform.
And so they focus on what features and functionality do we need?
to give the customer this type of interaction without really looking at what
that means then for the employees on the other side of it.
So sometimes that includes increased actual level of effort for employees to
then create that reduced level of effort that they're looking for from a customer
perspective.
So we're looking at everything holistically and our experience in
equipping.
the end users to use these technology platforms to then deliver the customer
experience is what makes it unique and allows us to sort of make sure that we're
starting with how their employees work because we believe that enabling your
employees is how you actually provide the best customer experience and that you
don't have to pick one or the other.
very true.
Helping clients pick the right platform for revenue related workflow sounds
crucial.
And can you share a story about how choosing the right tech made a big impact
for a client, please?
If you can.
absolutely.
I'm trying to think.
I'll give an example of it now as Pontum versus in the past.
But we have a client that grew pretty rapidly during the pandemic based on what
it is that they did.
However, they were set up in a way from a technology platform process contracts
perspective where everything was completely separate.
And it really just
drove all the inbound leads or interest from a new sales revenue perspective to a
website.
They captured the information and that was kind of the end of that because they had
so much demand that they didn't need to worry about hunting or nurture or reaching
out and kind of pushing people through that sales cycle.
So when we came in, we needed to work with them and completely sort of shift the way
that their process worked.
The people that were then, you know,
owning each piece of the process as well as then the technology so that they had
more of a digital experience platform and less of just like a lead capture.
And that was the end of the story.
And this way they were able to have more insight in terms of where their leads were
coming from.
They were able to more easily move people through the funnel and get signups as well
as kind of.
connect with people no matter what platform they were on, be it social media,
be it their website, if they called, regardless.
And that made a very significant impact on their ability to continue to scale, even
though they had sort of set everything up when they were in a feast and then things
changed and it was more of a famine scarcity sort of mindset.
So we've helped them set up in a way that the systems and their process will drive
and capitalize on their leads.
for them as well as make sure that they have it set up for if and when they do
have that, you know, exponential demand again, it will still be set up in a way
that allow them to nurture and things like that.
So that's one example.
Your tagline for Petanum is bridging people, process, and technology.
Can you expand a bit more as to what makes your approach different than traditional
IT distribution partners or consultants?
Yeah, absolutely.
So we, traditional IT partners start with technology because they have their
technology that they know, that they support, that they have a bench of
engineers for.
And so generally they're going to start with the tech and then back into
everything else where the people processing technology is a big piece of
why we started this business.
And what we saw was a need, which is...
starting with the different key stakeholders and end users and
understanding how they work, where they work, what the company is expecting them
to deliver on, what are their KPIs, what are the tools that they've been equipped
with, and then also working through and outlining their process so that we
understand does the process need to change too.
Because often times people will buy a new technology and think that's going to solve
everything and frankly it just won't.
unless you make sure that your people are enabled and you understand what they're
looking to do with it and what they're going to be expected to deliver on with
it, the process that they follow, the process that, you know, from an
integration perspective, and then you kind of finally map that technology back to it.
If you start the other way around, it will absolutely fail, which we have seen
several times.
And that's what...
tends to happen when you start with maybe a value -added reseller or a managed
services provider who has their tech.
That's where you kind of go first.
And then they figure out, well, that it worked for only 70 % of our users.
So we really start with the people that are going to be using technology back to
the, it's not plumbing anymore.
This is going to be what they're using, touching, feeling all day long to do their
job.
So we understand what their jobs are, the process that they currently follow.
and make sure that any process that would need to change to support this sort of
future proof technology as well is vetted out and that the dependencies are called
out.
And then finally, we really get their customers buy in on these are the
stakeholders that this is in fact what we're looking to get out of them each with
this use of this technology.
Yes, those are the processes that they follow.
And then lastly, we say, OK, these are the two or three providers that we'd really be
able to deliver on these for you.
advice.
Very good advice, Gator.
Yes, very good.
Well said.
What advice you would give young entrepreneurs who are just starting out in
the tech industry or who want to get into the tech industry?
Please, if you can share some of the insights and some of the to do or not to
do.
Do's or not do's, yes.
boy.
I feel like mine was such an untraditional path or non -traditional path, but I would
say focusing on learning how technology can create business outcomes.
And that is what I think makes my approach different and more future -proof because
regardless of the technology, if you understand that businesses are made up of
people,
who have to use this and that they're looking to achieve an outcome.
I think it doesn't necessarily matter where you start as long as you're not
looking at widgets and features and bells and whistles and you're really kind of
looking at what are the outcomes that businesses were looking to achieve.
That's something that will provide that foundational core of allowing you to sort
of then figure out within that what technology makes the most sense for you.
So that would be probably my.
As well as never give up trying, pull from different pieces that you liked and don't
stop and feel like, I don't know, I've already tried, you know, I feel like I'm
this far into my career.
I should probably just keep going.
For me, I'm very, very happy that I never stopped saying, okay, well, I like this
part of this job, but I really didn't like this piece.
So what can I do with this?
How can I kind of continue to build and use those as building blocks?
I think we have the new title for the book, Katie Scott's book, the
Untraditional Path to Technology.
That's it.
Yes.
Yes, definitely.
Very untraditional.
But as you said, feature proof.
Feature proof.
That's it.
Is there anything that you would like to talk about to mention that's coming up in
one of your businesses, one of your companies that you want to mention to our
listeners and viewers?
You want to share with us?
Yes.
I would probably ask people to check out the Mid -Atlantic CX Forum.
Even though it's called CX, it is for revenue leaders, operation leaders, and
it's all through the lens of IT.
I would ask them to check that out.
And if it makes sense, reach out.
We have our next gathering of our membership group on June 13 in the King of
Fresher area outside of Philadelphia.
So I'd ask everyone to check that out.
Absolutely, absolutely.
Well, I have to say it has been a perfect interview.
Amazing.
You know why?
Because of you.
Yes.
My pleasure, Katie.
Well, Katie Scott.
That's what I meant.
You, Katie Scott.
First of all, you know, all great things has to come to an end.
I definitely enjoy extremely in this interview, extremely insightful, and not
to mention highly, highly motivated, really highly motivating interview.
Very.
Absolutely.
And I'm sure our listeners and viewers will get a lot of insightful information
and will enjoy this interview.
Thank you for joining us today on Innovate Presents, Entrepreneurs in Tech.
Be sure to connect with us on social media.
Until next time, keep innovating and stay curious and take care.
I appreciate it.
My pleasure.