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Marketing in Progress is a spinoff of Work in Progress that digs into what’s moving the needle in B2B. We feature marketing leaders, sales leaders, and agency owners sharing real stories, smart ideas, and no-filter perspectives—so you walk away with practical guidance to help you do your job better.
David Newman (00:00):
When you're in this market eminence, top 5% will be repulsed and the 95%, the right 95% that you're targeting will be exhilarated. No middle ground, no vanilla, no playing it safe in the middle of the road.
Gayle Kalvert (00:17):
Welcome to Marketing in Progress. I'm Gayle Kalvert. This show is for B2B marketing leaders who are under real pressure to deliver results without a clear roadmap. Each episode is built to give you practical insight you can use right away. We focus on what actually matters, how success is measured, and the decisions and trade-offs necessary for success. If you're trying to cut through the noise, do better work and build credibility inside your organization, you're in the right place. Let's get into it. Hi, this is Gayle Kalvert, the host of Marketing and Progress. My guest today is David Newman, CSP. David is a certified speaking professional, a popular keynote speaker and the author of the new book, Market Eminence: 22 Strategies to Build a Bold Personal Brand, Become a Business Celebrity and Drive Unstoppable Growth. He works with founders, CEOs, and professional services firms who want to play bigger, grow faster, and become a category of one.
(01:21):
David's previous books are Do It Selling, Do It Speaking, and Do It Marketing. David is also the host of the globally ranked top 1% podcast, The Selling Show, with over 500 episodes, which I have been lucky enough to appear on several times. Please welcome David Newman. I'm really excited about this, David, because building your brand and being a thought leader is so critical to being successful in B2B, yet- For sure. ... it is harder than ever, I would say, because of AI, because it is now far too easy for anyone really to create content generated by AI. There's more content. There's more people wanting to be a thought leader. Therefore, it is difficult to actually break through as a thought leader. So that's what we're going to get into today. You work with founders, you work with CEOs on how they can build their brand and market eminence.
(02:24):
So why don't we just start at the beginning there and say, "Why did you write this book? What is the problem that you're trying to help solve?"
David Newman (02:35):
Yeah, absolutely. Why did I write this Market Eminence book? The problem that I was trying to solve or the question I was trying to answer is what does it take to get you, your product, your services, your brand, your firm? What does it take to get you noticed in this hyper noisy, AI fueled crazy verse? We're living in a crazy verse and not just a universe, it's a crazy verse. And so my answer to that is market eminence, which is really three different building blocks, macro level. One is certainly visibility, but visibility is not enough. So we have to get seen. No one buys products or services or brands sight unseen. So number one, we need to get seen. Number two, more important is we need to resonate. We need to connect with a very specific target market, target buyer, target client, target listener, target reader if you're writing a book.
(03:36):
Whoever that ideal person is that you want as part of your movement, you need to convey to them, "Hey, I see you, I get you, I know what you're going through and I can help or my product, my service, my company can help." And then the third component, so we have visibility, we have that second component that I call respect or resonance. And number three is brand preference, which is a combination of positioning and messaging so that they feel it's risky, dangerous, and dumb to hire anyone else. Because if Gayle Kalvert knows what I'm up against, if I'm regularly seeing her, she's showing up in my social feeds, she's showing up in my email inbox, I've seen her speak at events, I listen to her podcast. Of course she understands what I'm going through. I would feel at risk going to someone else who is a stone cold stranger.
(04:37):
I don't know what they think. I don't know who they are. I don't know what their come from is. And so I'm much more likely to connect with Gayle than some stranger, some rando who is pumping out AI slop by the terabyte. So that's really what it takes is visibility, resonance, and brand preference. And that's the problem I was trying to solve. And that's kind of the playbook that I wrote with the Market Eminence book.
Gayle Kalvert (05:02):
So what is your definition of market eminence?
David Newman (05:05):
If you look up the word eminence in the dictionary, it specifically says fame or recognized authority, especially within a particular sphere or profession. So it's not fame general, right? We're not going to go and people will not recognize us on the street. We will not be on the cover of any magazines, but it's also recognized superiority. Now, a lot of the founders and CEOs and experts that I work with, they actually do have superiority. In other words, that they are awesome and amazing at what they do. That's different than recognized superiority. And then the third part I love, it is super niche. It is super tight. It is especially within a particular sphere or profession. So when I saw that, and I speak on this and I do seminars and I do keynotes on this and I have a huge slide with this definition on it, I said, "If you look at all three parts of that definition, you don't want to be a thought leader.
(06:10):
You don't want to be a trusted advisor. You don't want to be seen as just a good practitioner of whatever business it is that you're in. You want market eminence and eminence defined by that definition."
Gayle Kalvert (06:26):
I like that because it speaks to me directly as somebody you need to talk to and not one of many. Thought leader to me is, great, you're a though leader and that is certainly beneficial, but that thought leader says to me, there are many thought leaders in spaces. So if you want to have market eminence, I sort of think of dominance when I think about that. So I like that. And we work with a lot of clients on this. The people we work with, the marketing team, one of the challenges that they come up against is, well, our CEO may not be really interested in being on social media or the CEO is perhaps introverted. You're such an introvert, David. I know you can relate to that. I know. Me too. I know. I know. So introverted. We have a hard time. No, but I mean, that is a concern.
(07:23):
So that is a challenge for some leaders. Do you have any advice? Is it in the book or do you have any advice for anyone working with a leader who needs market eminence, but it's not natural to them?
David Newman (07:38):
So this is a very, very common thing as you point out. I totally agree with you and I probably run into this at least 50% of the time where especially a good CEO, a strong CEO, says, "It's not about me. " They come in, they have genuine, genuine humility. "I want to showcase my team. I want to showcase our product. I want to showcase our clients. I want to showcase our customers. "No one needs to see my face anymore than they do. No one needs to hear my voice anymore than they do, especially for fast growth, CEOs and founders that are scaling and maybe looking to exit at some point. They say," If I have my face, my voice, my personality all over everything, I will never be able to sell this company. "They say," I have worked really hard to remove myself from the day-to-day operations so my personal time, attention, and presence is no longer necessary to the functioning of this company and to the value of this company.
(08:34):
"I want to challenge that as well. So when you think about market leading companies, it is far more likely that you know the name of the CEO than you know the name of the company. Now I'm talking about market leaders, right? I'm talking about companies like Microsoft and Apple and Tesla and Google and the big boys and girls. So even if you look, if you want to kind of get a temperature of this, find your favorite big wig company, look at the company's social media profiles, company LinkedIn page, company X account, company Instagram, and then look at the CEO's Instagram, look at the CEO's LinkedIn, look at the CEO's Facebook or whatever it is that they happen to be on. Almost always, if it's a market leading company, it's a market leading company, the CEO, the founder, the face and the voice has a much larger following than the brand because the brand typically faceless, voiceless, corporate communications, product announcements, press releases, who cares?
(09:48):
Now the valuation, I want to talk about the valuation myth that if I put myself, I'm the founder, I'm the CEO, I put myself in the middle of things, I will never be able to sell this company. If you put yourself in the middle of things, you will sell that company at a much higher multiple, much faster because now people are buying a recognized market leader. And what you need to do internally, which I also help clients with, is how do I transfer the David Newman brand, for example, how do I install the methodology, the systems and the team that can propagate that once I leave the building? So it's not just the David Newman Show, but it's the David Newman as the CEO of the company show. And so there are absolutely ways to do that. There are ways that you name the past founder of whatever company, their thumbprint on that brand during the time that they were the CEO or they were actively involved in the company, that lives on long after they've left the building.
(10:52):
So Steve Jobs made sure of that, Elon Musk made sure of that, Oprah made sure of that. People still talk about getting on Oprah and there hasn't been like an Oprah show for like 10 years because now she runs an entire network, not just a talk show. So think about what do those personal brands that you look up to and that you recognize and respect, what do they teach you about how much you should be on camera, how much you should be in front of the microphone? And I think that you will realize that you really can't argue with success.
Gayle Kalvert (11:27):
Are you a marketing leader in B2B tech? Do you want to hear what your peers are actually doing? What's working, what they're ditching, and how they're navigating the pressure we're all under? Well, you're in luck. We just launched the Marketing and Progress community. It's a space for sharing ideas, learning from your peers and having fun along the way. Visit creocollective.io/marketinginprogress to learn more and join us. In the book, you have a lot of thinking prompts, right? Mind exercises to spark questions. A lot of our listeners are marketing leaders who are coaching, perhaps someone in their organization that needs to create market eminence. Can you give us two or three examples of a prompt? I want to give people some real tactical advice they could use right to watch. Oh my
David Newman (12:23):
Gosh, absolutely. So as far as the visibility and the kind of content you should put out there, especially now that there's all this AI slop that is multiple terabytes a second being shoveled onto the internet. So the era of how to content is done. It's finished. Sorry. If you're still putting out seven keys to this, five ways to do that, forget about it because AI can do that a thousand times better than you and me. How-to content is now a total zero. In fact, I would say it's a negative because it positions you as a commodity. So 95% of companies and brands and CEOs and founders still doing the how-to content. The five smart percent that are listening to this show, because they follow Gayle, the 5% who have it going on, they're playing a whole different game that AI cannot compete with, or at least it can't compete with it right now today.
David Newman (13:25):
I’m going to give you the three prompts. First prompt is move away from the how-to content, start talking about how to think. So how to think is a much higher level, strategic, advice-based content, specifically stemming from your own personal experience. What you've seen, what you've done, what you've learned, what you've implemented, all the battlescars, all the war stories, your hard earned experience, lived experience. That's what's going to inform your how to think content, pillar number one. Pillar number two, what to believe. What to believe, and even more importantly, what not to believe. So belief shifting content where you are busting myths, you are telling hard, uncomfortable truths, you are revealing some outdated practices, some things that don't do your clients or your prospects, any good, in fact, things that might even be harming the industry macro level. You're looking at myths and half-truths and outdated beliefs that need to change in order for your audience to be successful.
(14:44):
So that's pillar number two is what to believe, what not to believe, myth-busting, radical truth-telling, et cetera. Pillar number three is how to get ready for what's coming next, especially in this economy. So much uncertainty, so much turbulence, so much, whether we're talking about various wars breaking out left and right, tariffs, oil prices, economic pressures, regulatory, compliance, AI, right? AI disruption is of course another source of uncertainty. What do I need to know as your potential prospect or client or customer? What do I need to know where you can do some trend spotting, you can do some future casting, and you can share with me what you think based on your expertise, what's coming down the pike three months, six months, 12 months down the road. What do I need to be aware of? Where do I need to have my radar tuned? What should I pay attention to?
(15:40):
And this isn't just bad news. This isn't just, oh, Chicken Little, the sky is falling. This could be amazing new opportunities that I want my audience to be in on early. And it could also be dangers. It could be dangers. It could be risks. It could be threats that are coming down the pike. Again, three months, six months, 12 months down the road. So if I can focus on those three pillars, number one, how to think, not how to, but how to think. Number two, what to believe and what not to believe. And then number three, how to get ready for what's coming next, both threats and opportunities, that kind of content is uniquely human, incredibly valuable, and right now no one's doing it. If you look around at all your competitors, unless they read my book or they're a client of mine, very small universe, right?
(16:32):
Unless they've done that, they're still doing it the old way. So this is your opportunity. In the next six to 12 months, this is your opportunity to immediately leapfrog to the top of your industry and capture a lot of unclaimed attention that you've always deserved, but now you have a path and a plan to actually earn it.
Gayle Kalvert (16:56):
Yeah. And just to add to that, when you talked about how to think, I've been thinking a lot about who we hire at Creole Collective in support of technology clients and their marketing and things are moving so quickly and change is happening so rapidly that I know personally I don't hire for functional expertise anymore. It is about the brain. How do you think? How do you literally use your brain? Because what we're doing and how we're doing it changes week to week. And what you can't replace is the brain. The tools are changing. That's right. The workflow is changing, but how you think I think is more important than what you know. We always get asked, David, by our clients, about cadence and platform. So do you have any thoughts in your experience working with clients and then writing the book on how often, what is the cadence that a person needs to be doing to create market eminence and are there platforms that are better than others?
David Newman (18:15):
Yes and yes. We talk about market eminence, people build out their assets, they read the book, they follow the prompts. This can be a totally do- it-yourself program. You don't need me to implement this. That's the good news. Once you have this, one of the first questions I get from founders, CEOs, and marketing teams is, "Okay, David, where do we put this out like this as if it's like a one-time thing?" I was like, "What do you mean where do we put this out? " This affects everything. From now on, if you decide to claim market eminence and you want to play this game where you're being seen as the top 5% in your industry and the person that you have to talk to if you want to solve this problem or get this outcome, this affects everything you say and how you say it.
(19:01):
It affects everything you do and how you do it from now on. So this is absolutely a marathon, not a sprint. What's the pace or the cadence of the marathon? I think two or three times a week is plenty. You do any more than that and any serious prospects going to be tuned out. So whatever platforms you're ... And again, I also don't recommend that. I know Gayle, you talk about this a lot. There's no point being everywhere. You want to be like the Visa credit card. The old Visa commercial used to have the tagline everywhere you want to be. So think about your ideal prospects. What's the target market? What industry are they in? What job titles do they hold? Where do those people show up? What do they subscribe to? What platforms do they pay attention to? That's where you want to be like Visa.
(19:49):
So you don't want to be everywhere. You want to be everywhere where your prospect's clients and audiences.
(19:54):
So two or three times a week. And then I think video is your secret weapon, specifically YouTube shorts. If you can do a 45 second to 60 second YouTube short, YouTube is ... We always used to say YouTube is the number two search engine after Google. Now people are not just searching, they're looking to buy. They're looking to invest. They're looking for answers. So just like we now say AI is an answer engine, well, guess what? YouTube is also now an answer engine. And it's not only answering, "Hey, how do I solve my problem?" YouTube is now being increasingly used. Who do I need to find who can help me solve my problem? So YouTube shorts, 45 to 60 seconds, and these do not need to be overproduced. I know that folks that love YouTube, oh my God, we need to have a three camera shoot and perfect lighting and a lot of post-production and editing and titles and things that pop up and graphics and B-roll.
(20:59):
And if you want to play that game, great, have fun with it. People are dying for authenticity. So literally you could do this on your phone, you could do this with a quality webcam on top of your laptop. The production values are far less important than the value, the specificity, and you implementing those three content pillars that I just mentioned two or three times a week, show up on YouTube because YouTube, again, you could ... There's all kinds of video avatars and nonsense, but people know that's not you.
David Newman (21:31):
In the next 30 seconds, people know that's not you. Six months from now, it's going to be David Newman Clones everywhere. And you'll never know if it's really me on this podcast or not. But right now, the connection, the personality, the voice, the intimacy that you get in a 45 to 60 second value bomb video where you're dropping something immediately actionable, thought provoking, that gets their wheels turning in a different direction. So not how to, but how to think, what to believe, how to get ready for what's coming next. So I think the cadence is two or three times a week. Video is the preferred channel. You can take that video and yes, you can put it on Instagram. Yes, you can put it on LinkedIn. Yes, you can put it wherever you want, but I think YouTube shorts is the best bang for the buck in the immediate future.
Gayle Kalvert (22:21):
What are a few of the aha moments or practical lessons that readers have given you as feedback after they've taken this market eminence advice from you?
David Newman (22:35):
Sure. Well, the first piece of feedback is, David, we sent that email. We posted that latest newsletter. We just put this article on LinkedIn. You will not believe the response that we're getting because now they're not just posting generic, easily interchangeable slop. Now they're putting their point of view, their beliefs, their values, what they believe, who they are, what's important. Basically, it's like a manifesto. And when you put a manifesto component or a manifesto chapter or subchapter out there that has a very clear voice, a very obvious point of view, very clear, here's what to do, here's what not to do, here's what's right with the world, here's what's wrong with the world. They will get 95%, oh my gosh, amen. Finally, someone said this out loud. I can't believe ... What a great post that you really blew my socks off. I forwarded this to five of my friends, five of my colleagues who are CMOs, whatever it is.
(23:42):
And then it's like, "Well, what about the other 5%?" You will start to get some hate mail. And a lot of people listening to this show, maybe you've never gotten a piece of hate mail. Professionally, I'm talking about professional hate mail. People who say, "You are completely wrong. You're delusional. That's ridiculous. I completely disagree. That's not how it works." Now, again, this is a point of resistance when I tell CEOs and founders, "Oh yeah, you're going to start to get some hate mail." They're like, "Well, hold on. I'm not sure I'm all that comfortable getting hate mail." I'm like, "Well, okay. So let me ask you this. Have you ever had a nightmare client from hell?" "Oh yeah, we have. Great. ""Have you ever had a terrible, terrible hire, someone that you thought was someone else? They came in and they were a disaster." Oh, we've had some of those too.
(24:39):
Okay. Let's make a list on the whiteboard, and I literally will do this in a seminar, in a boardroom. Let's make a list of what are the characteristics of that nightmare client from hell. Well, they came in, they thought they had it all figured out. They were very bossy. They weren't open to any ideas. We had a total misalignment of values. They didn't respect our advice. They always were late with payments. They were insulting to our team. It's like, "Okay, got it. Let's go to the nightmare employee." Because all of these audiences are watching what you're doing online. Let's go to the nightmare employee. They came in late. They left early. They were very difficult to work with. They were an egomaniac. No one enjoyed working with them. They did the minimum. They just checked the box. They were just terrible and we wish we had never hired them.
(25:27):
Okay. Who are you going to get hate mail from? Who's going to violently disagree with your advice, your values, your alignment, your ethos, your personnel? It's these people right here on the whiteboard. All of these, the terrible fits, the people who you never want to do business with, you never want to have come work for you. You never want to be on their podcast. You never want to take their investment money. And God forbid they acquire you because all of these audiences, talent, media, partners, clients, prospects, et cetera. All these people are being exposed to your new market eminence content and you're going to attract, powerfully attract the best fits and you're going to powerfully repel the worst fits. And just to put a cherry on top of this, there's an abstract expressionist painter who in the 1930s and 40s, it was very radical kind of right now, abstract expressionism.
(26:26):
We probably have some hanging in all your offices, but it was weird. It was like, "Oh, this should be pictures of rivers and lakes and cows and people. And no, it's going to be splashes and blobs and black squares." This abstract expressionist artist said, "I want people who view my art to be either repulsed or exhilarated." That's it. No middle ground. So when you're in this market eminence, top 5% will be repulsed and the 95%, the right 95% that you're targeting will be exhilarated. No middle ground, no vanilla, no playing it safe in the middle of the road.
Gayle Kalvert (27:13):
And that aligns with something that you and I have spoken about on episodes of your show, the selling show where it's like you could go out there and say what everybody else is saying, and that is the quickest way to die, your company, not literally. But by going out there and playing it safe, you can't break through. And typically that's what you're getting on AI as well. It goes the same for your perspective. So I think to agree really with what you're saying is I don't feel like you've made it until somebody has challenged your perspective, right?
Gayle Kalvert (27:49):
That’s right. So good for you if you're getting voices that are challenging or worse, hate mail. That means you're doing something right. I, however, do see a lot of people online where it feels to me like they are being contrary just to be contrary and get attention, which is not market eminence. How do you be contrarian, but it's authentic without it being sort of an act that you're trying to get attention.
David Newman (28:23):
So this is perfect, Gayle. At the end of this, I think you need to write me a huge check because you are tracking along with what my very best clients raise their hand to go, "Well, hold on, hold on. Is this about PR stunts? Is this about just gaining attention for the sake of gaining attention? Is this just about being weird?" And the answer is no. So I'm so glad you brought this up, but literally this is my client conversation that we're having. So is this a PR stunt? Is this a cheap attention grab? Is this kind of a one-time stunt? Here's the difference. Here's the substantial difference. Remember I said this is not one post, this is not one email, this is not one sales conversation. This is simply uncovering what you already think, believe, and do. So I'm going to give you some prompts to think about where you can just do this yourself as you're listening.
(29:21):
So get off the treadmill, pull the car over, get out your pen and pad. Here are three things to think about to develop an authentic and genuine contrarian slant. Prompt number one or question number one, what conventional wisdom in your field do you secretly and behind closed doors think is completely wrong, but you've never publicly challenged? So think about that because that's already genuine, that's already in your heart, it's already in your mind, it's already what you say in your indoor voice, but you have not yet used your how Outdoor voice. Number two, what harsh truth about your industry are clients and prospects desperate for someone to finally acknowledge openly? I call this the elephant in the room question. So for example, if you're an accounting firm, a lot of people who go to an accounting firm or a law firm, they hate hourly billing.
(30:23):
They hate it. It's like, so wait a second, the longer this takes you, the more I pay? Well, I'd like this to take as short as possible and I would like to pay a premium so that we can get this over with. I don't want to reward you for dragging this out. Imagine if there was a law firm or an accounting firm that rejected hourly billing and right on their homepage, they say, unlike 99% of accounting firms, we don't charge by the hour because we're much more concerned about getting you to your destination than in running the taxi meter. Boom, mic drop. And so that would be a total game changing sort of thing. Not a publicity stunt, not an attention grab, but it's a different way of doing business. You're making a tangible shift in your business practices and then you're amplifying and talking about that.
(31:15):
Number three, what strong point of view do you already hold that makes industry insiders uncomfortable, but resonates deeply with your ideal clients? Now, this one I call, this is your client or customer refugee conversation. So where do you go to gather these kinds of things? When a client comes to you or comes to your firm, it's usually not their first rodeo. They've been burned, let down, disappointed before. When they say, "Oh my gosh, Gayle, we have to talk. I got to tell you, my last firm, they did this, they didn't do this. The reports were half assed. No one could tell me the ROI numbers. One, I'm talking to my account manager, then I'm talking to my client success manager, I'm getting different stories." Okay. That's ammunition. That's market research. That is data that you can use about, "My friends, there are things in your industry with your competitors that are missing, funky, broken, and sad." And if you can start to rant and rave against those practices, automatically you get credit for being the good guy in the story.
(32:29):
It's like, "We would never do this to a client." I just got off a client call. They said that their previous agency did terrible thing one, terrible thing two, and did not do essential thing number seven. And my mind was blown. I couldn't believe that because we have a systematic process that makes sure blah, blah, blah, blah, blah. So what are all those client refugee complaints and practices that have made your customers crazy and that led them to flee their old provider and come to you? So you become the statue of liberty. Give me your poor. Give me your unwashed, right? Safe harbor. You are literally casting yourself as the hero of that story, but you have to talk about things that make your competitors uncomfortable, but that resonate deeply with your ideal clients because they've been underserved, let down, disappointed before.
Gayle Kalvert (33:29):
If readers walk away with one big idea from this book, what do you hope that it is? Yes.
David Newman (33:36):
Action eliminates fear. So if you heard something that you like, one of my little exercises or templates or assignments from what we just shared, take that one piece of content and make that your next LinkedIn post. Make that something you feature in your next newsletter. Say that to a prospect in your very next sales conversation. Action eliminates fear. Don't just have all this stuff rolling around in your head about, "Oh, it's not going to work and people aren't going to like it. We're going to be seen as an attention grabbing publicity stunt." You will see how effective this is if you just try a little micro dose of it in the next 24 hours.
Gayle Kalvert (34:21):
I think it was your show where you asked me for one piece of advice for anyone that was thinking about starting a business and I said, "Do it scared." And that is very similar to what you just said. I agree. As somebody who works on my own market eminence and works with clients on market eminence, if you're not a little bit scared, I don't think you're going to get it right, actually. If you're totally comfortable with what you're putting out there to everything you just spoke about, how are you going to cut through? Because you're just saying what everybody else is saying.
David Newman (35:02):
A thousand percent. Well,
Gayle Kalvert (35:04):
David, thank you so much. Market Eminence is available in paperback, right?
David Newman (35:10):
Yes.
Gayle Kalvert (35:11):
Okay. So you can get in paperback.
David Newman (35:13):
And eBook.
Gayle Kalvert (35:14):
And eBook
David Newman (35:14):
And audio for the audio people that like listening to podcasts like this one.
Gayle Kalvert (35:19):
I do. I love to listen. So it's available in all formats. And you've written a number of books. What are your other books that listeners can grab?
David Newman (35:30):
So the other books are in the Do It Series. We started out with Do It Marketing and then Do It Speaking and Do It Selling.
Gayle Kalvert (35:38):
Amazing. And you don't only just write books and appear on podcasts, right? True. You help clients individually as well, right? Through sessions, consulting.
David Newman (35:52):
Yes, exactly. So I speak on this. So Market Eminence Keynote, Strategic Work Session seminar for your leadership team. Number two, I do a deep dive day where we actually roll up our sleeves and build out your market eminence components. And then I do a 90-day implementation sprint for folks that want some handholding and some guided implementation on how to make this happen. But speaking and deep dive day and 90-day sprints is my main business.
Gayle Kalvert (36:22):
Amazing. And so where can everyone find you?
David Newman (36:26):
So our main website is actually doitmarketing.com, but I have some free resources and gifts relative to what we talked about here, which is marketeminence.com. Marketeminence.com, whether you buy the book or not, this is just my free gift to you. You can download resources, worksheets, templates, tools, and some video training that will help you go much, much further with some of the examples that I've shared here about building out your market eminence philosophies and strategies and tactical ideas.
Gayle Kalvert (36:59):
We all love free gifts and free resources. I know. Amazing. Well, if you like this podcast, visit David online and share this episode with anyone else you think might benefit from this excellent advice on building your market eminence. Thank you, David. We'll see you soon. If this episode was helpful, please follow Marketing in Progress and tap like. It helps other marketing leaders find the show. And if you know someone who's navigating similar challenges, feel free to share this episode with them. Thanks for listening. We'll see you next time.