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Welcome to another edition of the Always Be Testing podcast with your 

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host, Ty De Grange. Get a guided tour of the world of growth, performance 

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marketing, customer acquisition, paid media, and affiliate marketing. 

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We talk with industry experts and discuss experiments and their learnings in growth, 

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marketing, and life. Time to nerd out, check your biases at the door, and 

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have some fun talking about data driven growth and lessons learned. 

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Hello. Hello. Hello, everybody. Welcome to another episode of the Always Be 

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Testing podcast. I'm your host, Ty DeGrange, and I'm really excited to have 

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Andrea Barsk Roberts with me today. How's it going, Andrea? I'm good. Just, 

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surviving the Texas summer heat. Yeah. We are. I feel like this year has 

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been mild by comparison to the last couple years, which I've been pleasantly 

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surprised by, but definitely is always a a challenge to kinda mix it up, get 

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into cool areas. And how how have you been coping? Water. Anything to do 

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with water helps. Luckily, we have a a tiny pool in our yard. 

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So that and a a play water table for the baby is is a 

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safe room. Beautiful. Yeah. The little ones, it makes it also a little harder. But, 

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well, amazing. I'm I'm excited to dive in with you today. For those of you who don't 

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know, Andrea has a great background in performance marketing, marketing strategy, 

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mix of start ups, really interesting companies, everything from Open Farm to 

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HelloFresh to a number of really very interesting roles in the space. And I think she's got a 

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ton of insights and learnings that are gonna be super valuable to dive into. It's always gonna be 

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always a fun conversation that we typically have Andrea and I. Andrea, maybe kick it off. Like, 

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how did you get into into the space, into marketing? Yeah. I think it 

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really started in college. I I took a marketing course and and was 

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focused on sort of advertising and consumer psychology. And that was really when I 

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knew I wanted to do something with people and where I'm really thinking about people and their 

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behavior and didn't really know where that was gonna take me, but, you know, I was 

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thinking either marketing or psychology or human resources. But I 

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I really knew I wanted to do something with people. And from there, graduated 

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at the height of the financial crisis, so not the best time to graduate college, 

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but ended up getting a job in sales, which obviously involves a lot 

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of people and interaction. And just really found myself curious about digital 

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marketing and the marketing side. You know, I saw these leads coming into our Salesforce 

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instance, and I was like, how is this happening? Like, where are these people coming from? And 

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it was right when sort of paid social was becoming a thing and just realized 

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that sales was not really where my my passion lied and that marketing was where I wanted to 

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be. And that was where startup environment ended up from there 

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getting various jobs at startups that landed me at HelloFresh, which 

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was, I would say, the first real sort of performance marketing 

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environment I'd I'd been in, and then it kind of all, I guess, developed from 

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there. Would you say that's kind of your, like, sliding door moment of of your career that 

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kind of opened things up, or is there another one that you feel was more I always say to people, 

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HelloFresh was really that job that I attribute so much to. You know? I didn't 

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learn everything there, but it was really sort of the catalyst for everything that happened afterwards. 

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And I say to people at start ups, you know, it's a really hard job and you're wearing a million 

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hats. But if you're really building your resume and your knowledge 

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and those sort of learnings, it's worth it. It's a hundred percent worth it. 

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I would say the sliding door moment for me was right after that where, you know, I've 

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always been a huge foodie, and I was choosing between 

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two job offers. One at a really early stage, like, pre, you 

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know, founder, no other investment, not a not a dime of revenue start up 

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in the sort of restaurant, business. It was basically like a 

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resi, but like a club where you got points, etcetera. And my job at 

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Petflow, which is a a pet food supplies retail online retailer, and 

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my heart was saying, oh, restaurants, food. I'll be thinking about all of that, you know, every day. And then, you 

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know, there was pet, and I was like, you know, I like pets, but the two 

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completely different jobs and and businesses. And I I ended up going with Petflow 

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for a number of reasons, and it really was the right decision in hindsight. You know, 

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Petflow was more mature. It allowed me to sort of build upon what I'd learned at HelloFresh, 

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and I think it taught me that in life, there's just chapters. And 

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luckily, I've been able you know, I think the jobs I got after allow me to pay to go to 

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restaurants and and enjoy that passion. And I think, you know, made me 

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realize there's hopefully another good forty years of my life that I can do 

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other things and explore other areas. So, That's awesome. That was another sort of 

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sliding door moment, I would say. That's great. What do you think it was that kind of, 

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like, having the startup experience and the various work experience prior to HelloFresh? What do you 

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think it was that kind of made that transition doable for you? I think 

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I sort I'm a I'm a little bit of a risk taker, I think. You know? I'm not think my 

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sisters at my wedding, their speech was about how I I, I have a lot of 

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courage, I guess. And I think it's startups that's rewarded, 

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and it is scary. You know? You're doing a lot. You're taking risks. You're making big 

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decisions. And if you're in an environment where that's sort of, rewarded 

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or encouraged, you just realize that's where you're gonna, you know, thrive and grow. 

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So I think that's it was sort of a personality thing, honestly. That's awesome. 

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Where do you think you to kind of harness that courage, or or were you just born with it, or where where do 

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you think it kinda comes from? I think it it's you know, maybe my parents growing up 

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sort of encouraged me to do things even if I was bad at them. I was never, like, 

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an a student, you know, always sort of b, b plus, you know, a solid, but 

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never, like, an amazing one. And they just always encourage me to try things and 

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encourage me to be curious. And I think also just, having 

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that support network and that net knowing that, you know, what's the worst that could happen 

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and just feeling supported, I think, just gave me the confidence to take those risks. That's 

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awesome. I love that. You've had a number of, you know, marketing roles, 

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marketing leadership roles, roles where you've had to flex your your 

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strategic muscles. When you think about, you know, difference between good 

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marketing strategy and not effective marketing strategy or things that have not 

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worked, how do you kind of think about that? What are you what are some of the differences and observations you've 

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you've had over the years? Oh, it's a lot. I'm I think definitely 

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one of them is having ill defined goals. Like, if you don't really know what you're working towards, 

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you're you don't know when to stop. And I think sort of knowing 

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when to stop is is pretty important at whatever level you are in the organization. I, 

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if you're spending a week trying to solve a problem, it's probably, like, three days too many 

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that you were trying to solve it before either asking for help or, you know, changing directions. 

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I think another one I sort of actually have two. One is a bit broader, and one 

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is focusing solely on the KPIs and numbers and sort of that I guess 

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things have evolved, you know, since a few years ago, but that sort of pure performance marketing 

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approach, I think what I've really learned is you have to think about 

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brand, and you have to you do have to have a little bit of faith in it, 

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and I think really hard. That is where courage is really important. You have to 

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have conviction that that's important and invest part of your budget there. And then I 

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think the last one is definitely spreading yourself too thin and not really doing 

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anything well. Doing a lot of tests, but never really giving a test a chance to succeed 

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because you didn't dedicate enough resources or or time to it. Yeah. Those are really 

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interesting observations. And and the first thing that's come up recently on the pod, and and I think it's 

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come up a lot from, in my perspective, from performance marketers and growth people that are 

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very strong and have some really good experiences. So, you know, for you to kind of 

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double down that and share that unprompted is really interesting because I think a 

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lot of people yeah. I'm sure people have kind of seen some of the, like, Amazon 

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and Jeff Bezos learnings that that he's kind of touted over the years. Like, when data when 

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the qualitative and the quantitative are kind of at odds with each other or or kind of, 

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like, at a draw, like, he'll he'll kinda lean on the qual and the the customer voice 

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and that and which I think is kind of often lends itself to the the brand voice. I 

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don't know if you've observed similar, but I think I think you're spot on there. I think a lot of times people can 

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get caught into the data weeds, into the minutiae. And it's like you have to kind of 

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be able to also take some pretty sizable swings and and go with some degree of 

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conviction on on some of these business and marketing decisions. Yeah. And I've been at companies where we 

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invested zero in brand and content and not zero, but it was definitely not 

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a priority. Generally, probably you find that in, like, PE backed, environments 

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versus VC backed, just much more sort of conservative environments. 

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Yep. But I think Open Farm, definitely an example of a brand, 

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where we invested a lot in content and partnerships and 

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just owned content and particularly influencers was a big bet while I 

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was there where we're starting from scratch, and it takes a long time to start seeing impact 

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on in influencers. And you just have to have a lot of faith in the channel and 

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measure what you can and make the best decisions you can, and I think that's where 

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conviction really matters. And talking to people, you know, I think 

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having great partners that have succeeded that you can learn from and also, 

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I think, get data from so that when it comes to sort of justifying the budget, you can 

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say, I know this doesn't look good right now, but we gotta keep going and chipping away at 

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this. Yeah. And not necessarily calling out any one brand or experience 

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specifically, but do you feel like that patience is rewarded in most cases when 

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there's an investment there, or are there times when maybe it doesn't make sense? Obviously, there's a 

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lot into that question, but I'm just wondering if you have a take on that. 

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It's such a balance. Sometimes speeds I mean, speed is always the best. 

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The faster you can sort of get indicators, the better or change 

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direction. I think I think there's sometimes when waiting can really hurt 

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you. I think I've noticed, like, on-site conversion optimization, you know, you can 

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try to wait for stat sig forever. And at a certain point, you just kinda have 

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to say, does this also make sense? You know? Did is does our hypothesis make sense, and 

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is the data sort of pointing in the direction? You know, that that's an example where wait you could be 

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waiting for months and months and, you know, end up in the same place. Totally. Yeah. And 

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you you kind of made some great observations around, like, your open farm experience. 

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I I couldn't agree more about there's times when that that waiting game does not make 

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sense. What are some of your other favorite learnings from Open Farm? Oh, man. 

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I think the importance of probably supply chain and inventory, 

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that's really from just my CPG experience in general. If you don't have the product, 

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you can't sell it. I really felt that as we launched Amazon 

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while I was there. And just if anyone's, you know, done 

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three p on Amazon, managing inventory can be a real pickle sometimes. 

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And I think just understanding that part of the business and working with your ops 

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partners, I think similarly, in my Petflow days, I 

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actually oversaw our purchasing department and just really understanding how did we think 

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about purchasing, whether it's looking at the rate of sale of a product and what was the growth rate 

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of the product, what was the lead time for it to, you know, come from a PO into 

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getting it in stock, and, you know, what's the lead time from getting it to the warehouse to, you 

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know, unpacking it and getting it to the right place and it's showing up in in inventory, you know, 

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really understanding the whole sort of value chain of the product, I think, 

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is huge. It must have been quite a learning at at an operation like Open Farm 

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two. Yeah. I mean, we we produce the product too, so very different from 

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being on on the retail side where you're you're buying the product from the from the 

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manufacturers and brands. You're relying on them having the right inventory and, you know, you're just 

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one more step away. But, you know, I I loved that being on the brand side 

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is, you know, you're working with every department on this one brand and one 

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mission while on the retail side, you you have hundreds of brands all 

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managing all those different relationships and distributors and can definitely be a big 

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challenge. That's awesome. Super interesting. Were there other ones that come to mind for 

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you from the Open Farm experience? Yeah. I think it's public information. 

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We did a fundraise while I was there, and obviously with that grew grew very 

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rapidly. I think it was building a strategy, but also, you know, when 

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you you do a fundraise, you think about, like, what do we need that we or what have we been wanting 

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that we haven't been able to do now? We have a fundraise. How do we fuel that growth? How 

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do we make those investments? And I think I personally was maybe quick to jump on new 

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software and, you know, these, optimization tools. And I 

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think we had a great stack, and I think I probably jumped on them a little too 

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quickly. You know, I think software can be extremely valuable. But if 

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you if your team isn't caught up in terms of bandwidth to 

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actively manage them and sort of squeeze out that value, then it it's just, you 

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know, sucking up budget basically every month. Yeah. And I I think, you know, you're working 

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with sales people, and you can build your hypotheses and your forecast around the impact. But and this 

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is a learning, not only at Open Farm, but every role is you 

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always overestimate the impact of any AB test or any new software or 

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new strategy. And, you know, it's good to be optimistic, but I 

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think the real winners are usually the ones that someone came up with in a brainstorming session and you try it 

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and you're like, woah. That increased conversion rate by thirty percent. Mhmm. Yeah. I 

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actually have an example at HelloFresh of that where we kind of we were looking at revenue 

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and we were trying to think, oh, how do we increase revenue or new customers? And, you know, we 

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thought, oh, maybe, you know, we collect all these email addresses that convert pretty well. 

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I wonder how we can collect more email addresses. And someone was like, why don't we put a discount and 

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people would get a discount if they answer their email? And just adding ten percent to the email 

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capture just totally I think it, like, doubled or tripled the email capture overnight. 

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It was one of those just amazing sort of little gold mines. Having 

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an offer on that capture? Yeah. Yep. That's awesome. Very cool. What 

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what other HelloFresh is a really interesting one for so many reasons. What are what 

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are some of the other learnings that you, wanna share from that experience? 

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I joined in twenty fourteen. So, you know, it's a long ten years ago, which 

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is crazy. Yeah. But, you know, it's completely different environment then. 

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And, you know, performance marketing was barely a thing at that point. It was kinda 

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like a new concept, but HelloFresh, just amazing, amazing 

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company. Obviously, you know, operates in different countries and had, you know, great 

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investors that that had a lot of learnings that we applied there. But it was very 

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much sort of a move fast and test everything, try everything, and 

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measure everything kind of, culture. And, obviously, at that 

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time, Blue Apron was sort of our big competitors. There was a huge sort of competitive 

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nature to every single day. We were, like, tracking new customers on a big screen and 

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had a big thermometer on the, you know, whiteboard, and it was just such a fun 

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time. I was one of, I think, four or five people on the marketing team, so 

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very much a smaller team than it is today. But, I've it was just such a 

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rigorous environment, and I'd never worked at a company that was so rigorous when it came 

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to analyzing and just acting upon data quickly. So one 

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I was on this thing called the churn committee where we were looking at, you know, churn every 

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single week, and we were looking at recipe feedback, and we were looking at our, 

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subscription cancel survey and, you know, any other sort of customer service feedback we were getting. And 

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everyone was meeting together, presenting slides each week and just really talking about what 

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were the trends. Okay. What are we gonna do this week to improve the customer experience? And it 

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was just this sort of obsession with reviewing and moving fast and showing 

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results quickly. And it was just, I just learned a ton there. I 

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think it was also just fun because a lot of channels that are sort of mainstream today, 

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we were, like, just testing and trying out then. So, like, package 

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insert programs, which, you know, a lot of people do nowadays, you know, pay to put their flyers 

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in ecommerce boxes. And, you know, we were calling different companies saying, hey. You 

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know, we'll give you this CPM if you put flyers in your box. Like, what do you 

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think? Or and even even I think 

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this was a big eye opener was think realizing that our box had a hundred percent open rate 

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and saying, what are we doing in our box for our customers and really sort of 

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unlocking the box or the unboxing experience as a CRM channel, which, you know, 

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now is obvious. People have these wonderful unboxing experience with drip 

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campaigns of inserts in those boxes, but, it was kind of a novel idea 

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back then. I was just gonna say it's a hundred percent fun to 

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see those channel s curves develop where, you know, you you know that they're you're kind of 

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on the emerging trend of it, and then it becomes a bit more saturated with time. You're seeing them so 

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frequently now, so it's cool to hear that you were, on the early side of that 

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wave. No. It was, just a great a great team, great company, great 

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people, for sure. I love it. You know, when you're thinking about teams and growth teams in 

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particular, what's the most important ingredient in your perspective? What's some of the most, 

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important pieces to have? I think not being, like, super myopic 

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when it comes to your growth levers, really thinking outside the box. We kind of touched upon this, you 

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know. And I really do think the space is evolving from just, like, performance marketing. Okay. 

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Let's optimize our campaigns or our landing page, but really sort of 

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looking more broadly at, you know, customer service data. Like, what is customer feedback? 

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Okay. What's our member churn rate? Why are people churning? Kinda what I was talking 

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about in in HelloFresh. If you can increase LTV of every single cohort 

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you acquire by ten percent, that's a huge growth lever. And understanding 

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what's driving the LTV to be sort of stagnant or consistent 

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is, you know, a missed opportunity. And you can, you know, throw money at new channels or, you 

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know, tweet creative and messaging or conversion rate, but really not not being 

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too myopic on sort of your own department and really sort of thinking outside the box. I 

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mentioned inventory as well. You know, how do you talk to, 

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you know, your ops team about bundling products, and how do you make that 

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efficient on the warehouse side? Because, you know, you have a lot of conviction that these two 

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products would go well together, and you could increase AOV by x percent. So I I 

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think I mean, I personally just have a ton of conviction in customer service teams and 

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managed a customer service team for the first time in, I think, twenty eighteen or 

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twenty nineteen and just opened my eyes how important they are in terms of customer insights, but 

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also that team is talking to customers. If you hire the right people, they're gonna be passionate and, 

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you know, thinking about how do they add value to the customer experience, whether it's, you know, being many 

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consultants to our customers and giving them, you know, feedback on how to use the product 

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or even just talking to them about their pet or, you know, can make a huge 

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difference. I love that. It's, I don't think enough teams realize that 

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how much of a gold mine consume you know, customer service can and should be. I think 

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by definition, you mentioned this early in the earlier reference, growth teams kinda they have to be 

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kind of unsiloed and unbundled to be really effective and I think to 

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do what growth teams need to do. And I think you kinda nailed that comment 

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about what's that kind of key ingredient of a growth team, from your perspective. 

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A lot of times, it sounds like that there were examples where you saw customer 

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service really be leaned on appropriately and empowered to do 

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the right thing and to get good insights to make better decisions on growth, 

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fulfillment, operations, marketing, and a lot of the other departments, which I think is 

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something I don't think enough brands and companies do. Yeah. I think customer service in 

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particular in larger brands get siloed. You know, it's all about 

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SLAs on tickets. You know, how many tickets are you getting through? You know, what's the first response? 

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How quickly are you getting through phone calls? And I think that's really what that team is 

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held to. And if you have a more of a marketer sort 

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of maybe overseeing that team, you can really lean into, you know, how do you 

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upsell and cross sell and, you know, what types of tickets should have a really long 

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phone call. You know? The customer is really concerned about 

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the product or or the service. You want them to spend that extra five minutes on the call 

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and and make that frown turn upside down. So I I think, you know, it it's such 

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a nuanced and such an amazing opportunity to talk to customers directly. 

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Yeah. Exactly. And you've seen so many consumer examples of where that that customer session 

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invested in and done the right way can can really be a huge moat and competitive 

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advantage. And it's easier said than done, but I think it's it's a it's a good reminder. 

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Yeah. I think even I'll I'll give just another anecdote there. Just last 

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week, I met with our head of customer service at BodySpec, and, you know, we're in health 

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and wellness services. And our first time clients, I think, get a little bit of a 

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shock when they get their results and their first scan, and 

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we've realized that those interactions with our customer service team just 

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totally changed the tone of the customer. They really just needed to talk to someone. And we've now 

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I I submitted, like, five dev tickets about where can we actually push talking to 

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our customer service team, you know, on the results page and the account page and emails and 

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really sort of, you know, proactively put our customer service team there and ready to go 

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and help. You know, does that increase our repeat rate, you know, significantly? So 

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I think a hundred percent. I I believe in the customer experience for sure. 

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Yeah. That's amazing. That's great to get a a good recent, learning example, 

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from your current experience, which is which is great. You kinda talk a little bit about what growth teams get 

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wrong, and and you touched on easy to get sucked into the numbers as we kinda kicked off 

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with. Any more examples of that or any more you wanna say or elaborate on that topic? 

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Yeah. I think I think just in general, it's easy when you're forecasting 

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putting together a budget or, you know, a hypothesis around a test. 

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It is easy to say, okay. This is the CPM. Here's, you know, our conversion rate. Here's where we think 

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this is gonna land. But if you don't step back to think about the human side, whether or not it's, 

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you know, like, is this creative, like, good and interesting? 

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Or, you know, is there seasonality that we're not thinking about? Or, okay. 

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If I extrapolate these cohorts, we should land at this revenue 

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number at the end of the year, you know, broken up by month. But when I 

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look at the numbers, it doesn't make sense that we grow, like, twenty percent one month, month over 

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month. So I think really, like, stepping back and thinking, okay. 

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What's going on in December? And what do we really think the 

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consumer mindset's gonna be? And what does that mean for our strategy, for our 

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team, for our forecast? And and I I didn't mention this, 

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but I think as I've, become more senior in my career, I've really found 

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just working very closely with finance and and, on 

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that planning and budgeting process has been they've been my my strategic 

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partner in my last several goals. You kinda nailed the next question 

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already without me even asking it. I was kinda going into the the notion of forecasting, and 

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you kinda gave a great answer already. But is there any other best practice or 

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tip around kind of getting that process right and getting that accuracy 

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in a place that you need it to be? Yeah. I think, you know, in a subscription 

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business or a consumable business, it's a little bit maybe easier 

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to do that that process. But I think a lot of iteration and, you know, 

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getting insights from the team, but not taking it at face value and really pulling it all together 

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and saying, does this make sense, is huge. I think another one 

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is, like, keep your network, you know, talk to people, join Slack groups, 

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and ask people, you know, what did you see in your first nine months, you know, exploring influencer 

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or affiliate? Did it you know, you might think affiliate pay for performance. Yeah. This is gonna grow like crazy. 

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And no, it's, you know, it takes time to gain momentum. And you want it 

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to grow fast, but that doesn't mean it will. And, you know, influencer, you know, sort of the opposite. Expectation 

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with 

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management or with finance and Absolutely. And say, that's why we're only 

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dedicating ten percent of the budget the first three months because we don't want it to, you know, 

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impact the weighted average CAC by too much. Yep. Certainly long term. 

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Yeah. That's great. Is there are there any obviously, kinda shifting 

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gears here, taking the home stretch, into some of the personal or is there 

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any book or resort like, book or something, especially, you know, you've you've been through a 

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transition of becoming a mom. It's a big change in life. And what's the love to hear your 

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learnings there and if there's been any tools or books or resources that have helped you kinda get through 

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that transition that's such a big one? Yeah. It is a huge one. I 

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think my biggest learning or what I've, had to learn quickly 

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is prioritization. And And I think also giving up some control, trusting 

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my team a bit more than maybe I would have before, and knowing that, you know, I I need 

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to be flexible business. And 

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but I think priority prioritization is key, and I think efficiency. I'm actually 

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really impressed with how much I can get done now in a shorter amount of 

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time. Because when you're when you're really committed, then you have kinda have to be you get it 

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done and you make it work. I think a support network is huge here too. I 

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think I've been really lucky. I live in a neighborhood with a lot of working 

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moms and just having people you can talk to and get tips from 

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is is huge. And an employer that I think is really kind of understanding 

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about, you know, the last minute, you know, pick up from daycare, get sick, and Yep. 

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It it's key too. Yeah. One hundred percent. It's cool to see kind of 

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communities and friends and people kinda, you know, wrap their arms around, you know, new parents, 

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and it's a it's a it's a change. And I think it's it makes sense, but 

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it's it's refreshing to see. And I think some new thing you know, things change and evolve, and you kinda my 

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wife and I have observed that in our experience. And so it's cool to hear that you're getting some good 

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community because I think that's a a huge aspect to all of this, figuring 

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it out as a as a parent and a and a hardworking, busy professional. It's it's not it's not 

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super easy, but it's it's pretty awesome. Yeah. It it is. Yeah. Are there, 

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any emerging startups or products that you, you know, someone who's ingrained in the 

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industry, like, find that you're kinda keeping your eye on or any that you wanna share with the 

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audience? Yeah. I think, and it might be becoming a mother and it might, 

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you know, being more in the health and wellness industry in my current role. But I 

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think one thing I've learned is, yeah, women's health greatly underserved, and I think 

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things are changing really quickly. You know, it was someone told me a statistic that there 

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are only two hundred doctors across every practice, you know, from 

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neurology to urology to gynecology to endocrinology 

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that focus on, menopause, which every single woman goes through. And 

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only two hundred doctors that, like, have any focus on that. It was just eye opening that 

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it's it's definitely underserved, and I think the tide's changing. And what 

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really opened my eyes to it was we, in my current, company, 

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we we do body composition scans, and you can test bone density and lean mass. 

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And we did a webinar on menopause because we were like, 

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oh, this is a topic that is highly relevant to our service. And we had 

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an expert come in and and and speak to people. And, you know, we have a pretty small 

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CRM, but over five hundred people RSVP'd. And Wow. It just 

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made us real and people were chatting in the chat box, and it was just such an 

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engaging webinar. And it made me realize, you know, people are hungry to 

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talk about this and get help and and have resources. Totally. I think the 

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companies that are in this space are are gonna do well. Yeah. I think I wanna 

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say might have been Texas Monthly had someone pretty prominent 

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featured that's launching something in the in the menopause space and, makes 

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sense. There's not a lot of something my my wife's looked into just from the hormone 

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therapy balancing perspective Yeah. HRT. Been well ahead of the menopause 

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stage, and I think that that's also kind of becoming quite quite popular. 

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So it's awesome to see that and love to see the business opportunity and the the help 

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for for women and make lives better. That sounds like a really exciting one. That's really 

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cool. What's something that, you know, you wanna share with the audience that maybe, people don't know about you? I was 

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pretty athletic as a as a kid, and, you know, I love sports and 

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trying to get back into it. But, tennis in particular is one. I I just love 

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it so much. I I'm lucky my my husband does too. So it's I think it's great to have 

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sort of a hobby with your partner that you both love doing. Totally. It's just fun, 

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and it's exercise. And there's just so much positive around it. That's great. I sort of 

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touched upon the foodie thing, but if you ever want restaurant recommendations or 

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recipe recommendations, I, I love trying new things, 

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and that's sort of my creative outlet for sure, making dinner. 

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I love it. Doesn't get any better than that. That's amazing. I'm I'm definitely 

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might have some, ideas, requests for for new places to try out 

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around Austin, and it's a good tennis community here too. I I've been really 

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I kinda re rediscovered tennis out here and knew that was something I wanted to get back to 

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myself. So it's cool to hear that you're playing, and, it's it's I think you're not the only one on the 

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spot who's called out their their love of it, and, it's a it's a pretty fun 

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sport. I'm I'm a fan myself. It's one of those sports too you can I mean, you see eighty year 

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olds playing and just fun to do something that you can do your entire life? 

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That's very cool. Well, Andrea, it's been a pleasure. You've got such great experiences across so many 

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different cool businesses and from ops to marketing to CS and 

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and just being a great marketing strategist and leader. It's been been cool to continue 

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to get to know you and learn more about your your background and really some good 

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quality learnings that you shared, which is just central to, like, all the things we talk about in the pod, and 

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it's it's been a lot of fun. So thank you. Thank you. It was great. Absolutely. 

408
00:33:40,400 --> 00:33:45,200
Absolutely. For for folks who wanna learn a little bit more about you and connect and 

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and and ask questions and and get to know you, what what's the best way for them to, connect? 

410
00:33:50,300 --> 00:33:55,100
Yeah. LinkedIn is great. Just search for my name, and I should pop 

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00:33:55,100 --> 00:33:59,700
up. And if you're in Austin, always happy to grab coffee or just a 

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chat. Amazing, Andrea. Always a pleasure. I think we're due for another coffee in, in 

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00:34:04,600 --> 00:34:09,600
Austin, and it's been, it's been great to chat with you today. Have an awesome day and your and a great 

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00:34:09,600 --> 00:34:12,600
weekend. You too, Ty. Talk soon. Bye. Bye.