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Garrett Jestice joins Chris to break down why your single best client is the most underused growth lever in your agency, and how to unlock multiple leverage levers that grow revenue without working more hours or hiring more people.
Agency Forward explores the future of agencies as tech and AI drive down the cost of tactical deliverables. Topics include building competent teams, developing strategic offers, systemizing your business, and more.
New episodes delivered every Tuesday.
Chris DuBois 0:00
Everyone today I'm joined by Garrett justice. Garrett is a go to market consultant and advisor who helps agencies, solo consultants and fractionals, build the foundations that make marketing and sales actually work. I wanted to have Garrett on again, because he's someone I talk to regularly, and every conversation just surfaces something practical. His take on leverage levers for agencies goes well beyond that usual like niche down advice, and his perspective on the rise of micro agencies and what's dying in the traditional model is something that every agency owner needs to hear right now. So in this episode, we discuss why your best client should become your entire go to market strategy, why the full service agency model is dying, and what the micro agency model looks like instead. Why partnerships and CO marketing are the most overlooked growth lever for agencies and more, lead gen is the hardest part of running an agency. For most it's unpredictable, it's slow and it's usually expensive. GF flips that. It's the all in one growth platform that turns your existing relationships and client work into a steady pipeline. Gia automates lead gen follow up and content, and it's all from the work you're already doing. You can check it out and get some free bonuses at get gia.ai/dynamic agency and now Garrett justice, it's easier than ever to start an agency, but it's only getting harder to stand out and keep it alive. Join me as we explore the strategies agencies are using today to secure a better tomorrow. This is agency forward. Why should agencies make their best client the strategy?
Garrett Jestice 1:45
It's a good, loaded question. So how much time you had to talk about it? Chris,
Chris DuBois 1:48
right, yeah, kick it off. At least 30 minutes. At
Speaker 1 1:50
least 30 minutes. Okay, well, so core to my belief, I've been doing marketing for, you know, 15, almost 20 years, you know, in different capacities, and I think most problems I see with marketing and sales not working stem from some of the core foundations. And so what I mean by that is, like, one of the first questions anyone has to answer is, who is my audience? Right? Like, who am I selling my thing too. And if you can't have a clear, concise response to that, then it muddies everything downstream. So you know, the way that I usually work with with agencies and clients is I come in and we look at their past client roster, right from the last 12 to 24, months, and we identify their single best fit client that they've worked with. Again, there's different criteria you can go to go through, and it varies by company a little bit. What's most important to look at. But if you can identify a single, named company that's your best fit client, that can then become their success story, becomes your strategy for everything else. If you really understand that well, you can use that to inform your offer going forward. And how do you shape that into the right offer that's going to appeal with other clients just like them? It shapes your messaging, your positioning. It shapes your go to market strategy, because you know exactly which channels to focus on, to find more people just like that. So at the end of the day, we we sometimes over complicate marketing and sales, but it's really about who's your best client, and how do you go find more just like them going forward? Right,
Chris DuBois 3:34
right? So all right, this, this might be a curve ball question, but what do you do when the you start working with someone and their best clients of like that, they start bringing up, have all come from referrals, and it's like, so they don't, even though they like, They're awesome, they can get great results for them. They have no idea how to actually find these people in the wild and, like, bring them in.
Speaker 1 3:58
Yeah, it's a great question. So I think there's multiple ways to approach it. One of them is, how can you optimize to get better and more referrals, right? How can you do that more efficiently and better, right? I think that's a natural like low hanging fruit starting place, and part of that is being able to communicate and describe what you do and who it's for in a clear, concise way, so that those referral partners know exactly when to send people to you and exactly the type of people to send to you, right? So that's kind of low hanging fruit. Step one, I think, the other piece of that, though, is then, once you have a very clear idea of this is where this you know, this is where, this is who I'm going after. This is the best fit client I always advocate for we got to go interview them and talk to them and really extract that story from them. We got to review their sales calls that you had with them, those recordings. And part of those questions that you're asking is things like, even though you came to us in a referral, if you were searching for a solution like this, where would you go? Natural? Would you ask this friend, do you are you active in these communities? We you know which social platforms are you active on? When you understand that person, then you have a source of truth you can go back to and you know the channels that they're searching through. And so you start to prioritize those, to find more people just like them, right,
Chris DuBois 5:19
right? Do you ever run third party like interviews? Like doing doing interviews for your clients, clients on their behalf?
Speaker 1 5:27
Yeah, actually, I just got off. I've done it once or twice. I just got off. This wasn't a third party one, but I just got off an interview for one of my clients, interviewing one of their clients. But sometimes there's kind of a third party component to that, you know, depending on their relationship. So,
Chris DuBois 5:47
right? Yeah, it was something that, uh, like, Max trailer had brought up as, like, one of the critical pieces that he was doing where it's, like, they don't even a lot of your clients, clients will, they're way more comfortable talking to someone else, and so you can actually pull this information from them. It's not something I've gotten into yet. So curious if that's, yeah,
Chris DuBois 6:07
I've
Chris DuBois 6:07
actually,
Speaker 1 6:08
I've definitely seen that. And so like, when I go into new engagements, I usually say, okay, there are multiple ways, once we've decided who this best fit client is, there's multiple ways where we can kind of extract the components of that story. One of them is, we're going to go back and mind. We're going to mine the sales calls with that person, right? There's a lot of you know things that they brought out about the problems that they're facing and the trigger moments and everything else that can help inform things. But I also think that most people have bad memories, myself included, right? And so we we distort things in our mind. We think they were a certain way. We got to go back and actually mind the actual words, and then let's go back to the source. So we almost always do interviews, and I've definitely seen that people are a lot more open, giving feedback and being real and honest about their experience when they know they're talking to me a consultant, rather than just, you know, the company. They don't want to hurt feelings, they don't want to ruffle any feathers, they don't want to hurt a relationship that they already have, right? But when I can come in and say, you know, I just want you to be open and honest, this is what's going to help me, you know, help them the most,
Chris DuBois 7:17
right?
Speaker 1 7:18
They're pretty comfortable at, like, telling the truth about that. Yeah,
Chris DuBois 7:21
I think that's a critical piece there, where it's like, if they were just ragging on your client and stuff, it wouldn't work, but they know you with this information, are now equipped to better help them exactly.
Chris DuBois 7:32
So
Chris DuBois 7:32
it's like, even the bad information is potentially helpful, yeah, yeah. So what, I guess, where do you want to go with this? Like, what are you seeing the most with, with agencies right now as a point of like friction within their business that we on this podcast can best set them up to succeed through? You
Chris DuBois 7:53
know,
Speaker 1 7:54
what I think is really interesting. I was talking recently to McGill Davis, who, you know, who's at rise, just about some of the things that I'm seeing with in the agency world. And one of the things we talked about was how things are changing in the agency world, with AI and with everything else. And one of the things that I've seen that is changing drastically, and I know you've probably seen the same thing is that full service agency is definitely dying, right? And there's this rise of the micro agency, where instead of the old agency model was you hire people, especially junior people are more affordable people, and you train them, and you teach them, and they execute for you. You make a margin right, a portion, you mark up essentially their work, right, and and it's full service, you then are able to sell multiple services along those lines. I think that's dying. I think that there are multiple reasons why that's dying. One of them you know that I know you and I have talked about before. It comes down to increased competition and positioning. And if you can't stand for one thing and be known for, hey, this is the thing that I'm best at, it's harder to market that thing and stand out and be differentiated. I think AI is also changing the game on that too, right? Where you think about those margins constantly getting squished by marking up people? Are there more efficient ways to provide a service using AI going forward, where you can have a small operations team, some AI agents that are doing some of that work on your behalf. You bring a strategic lens, but also some of the execution. So I don't know those are some things that are top of mind for me, just with the evolving world of agencies that I think a lot of people are facing that today, like, what is that next evolution of, you know, good, sustainable agency? What's that model look like? So,
Chris DuBois 9:58
right? So. So yeah, two things. Nick Petroski just shared some data for last year's research for just which agencies have been growing the most and stuff, and essentially showing any generalist agency was either shrinking or maintaining while the ones that specialize are all growing. And so it's like just more evidence. But I think one of the other piece of that is, like, I really believe that when someone wants, like, a specific result, they're going to go find that specialist to be able to help with it. When they're just looking for the convenience of having someone to do everything, then they will go find a generalist agency. But as we're moving more into this way, like I can do more things myself now, because of AI, because of just the information that's out there, it's like convenience isn't as hard for me to just get on my own. So I'd rather find someone to just knock out that one task that I really need, like, pay them. They can do it. I can do the rest relatively easily with my team. Yeah,
Speaker 1 10:57
I do
Chris DuBois 10:57
think it
Speaker 1 10:58
depends too on your client, who you serve, right? Because, you know, one thing I've seen, I've worked in big companies. I've worked in, you know, small startups. I do think bigger companies are they move slower, right? And there's a lot more bureaucratic bureaucracy and just how things are run. And so I do think that there are still successful generalist agencies who are kind of the agency of record today for larger companies because of that, but again, I think that they're kind of the laggards. I still think that things are going to start changing there. It just takes a while longer, especially if you're an agency that's serving, you know, the SMB, the smaller business like this, is something that is happening right now. That's changed. This model is changing right now. And so, you know, for some of those other agencies, they might be like, we're a generalist agency, we're full service, but we're not feeling this. Well, maybe it's because you're serving that larger client today, but if you're not feeling it today, you likely will in the future, because, you know, the stuff that starts with those SMBs often then flows later to those mid market enterprise companies.
Chris DuBois 12:04
Yeah, yeah. I think it's also the legacy bias there, where they look at those bigger agencies that have been embedded with those bigger companies for a while, it's like, you can't base anything you're doing right now off them, like it's just, it's it's impractical, but it is a trap that I think a lot of them fall into so what's the fix? What do you what do you recommend agencies do to get ahead of all of this?
Speaker 1 12:27
Well, one of my, one of my beliefs, is that we're we're too short sighted as service providers in finding ways to grow revenue in the old world, the agency model, if we want to increase revenue, there's two things I have to and this is the same all the way down to if you're a solo consultant, right? You either have to work more hours, and that, you know, usually means you personally or your team, or you hire more people and increase capacity. And those are basically the two levers that traditionally people have pulled to to make more money, right? And I think that in in the world today, the reason why you know focusing and specializing is important is it's actually one of the one of the ways I call it a leverage lever, right? There are multiple ways that you can have leverage and increase the amount of money you make without working more yourself or hiring more people. Right? Those are two viable options, but there are plenty of other options right. Focus is one of those options. Right? The more you focus, the easier it is for people to understand what you do, remember you and that is, your customer acquisition gets a little bit easier. Like, there are other ways that you can kind of approach that I think that's, that's where I think it's really interesting that, you know, we're talking about a lot of these things, but it kind of comes back to all of these things. Are ways that agencies can increase their leverage and make more money without, you know, just increasing time or hiring more people.
Chris DuBois 14:05
Yep. What I so I want to touch more of these levers. But what like, even just using focus as, like, one of the examples, I think, for probably most of the Levers you bring up, it's like they they help on the demand side, but also on the supply side. Yeah, right. And so it's just like, good business practice, it's like, so finding a niche is one of the examples I use a lot, where it's like, yes, it helps us with our targetings. We know who we're talking to and everything. But then on the on the supply side, it's like, if we have this so many reps working with the same people, right? My the founder, can now step away from sales because, like, we people have more information on on what they're doing, how they're doing it. Like, it's just everything in the business gets easier when, when we make that one choice. And so, like, it really is a leverage thing, like to have this focus. Let me give you
Speaker 1 14:52
another example. Sorry. I mean, cut you off. Go
Chris DuBois 14:54
ahead. I
Speaker 1 14:55
want to give you another example. I I've shared this story, maybe with you. I've. Shared it with others before, but a couple months ago, I was talking to the founder, owner of about a $5 million custom dev agency, and when I asked him, you know, what types of businesses he worked with, he said, anyone. And I said, what types of things do you build? He said, anything you know, like anything from integrations to custom software to like, you know, whoever needs it. And, you know, truthfully, they had a they had a good business. It was a $5 million a year business. But one of the reasons why we were on the call is he was asking me about, you know, why marketing wasn't working for him, right? What he had done up till then, had, he'd really grown through referrals and through outbound prospecting, and those were kind of the main channels that had worked. He had experimented with a lot of other more scalable marketing channels in the past, ads, you know, he'd done content marketing. He'd done stuff on social and LinkedIn and and he just said it just didn't, doesn't work for us. And, you know, essentially, what we talked about throughout that conversation is it's okay to sell something completely custom, to sell anything to anyone, but it does limit your marketing channels. Like, that's an example that I think people don't really think about. Like most of those marketing channels that he were truck he was trying are, are one to many channels, and in order to effectively leverage a one to many channel. You have to have a tight position. You have to know exactly who you sell to and what you sell. Otherwise, how can you explain that across those channels? Right? They were customizing the conversation through the one on one channels, through outbound, through, you know, referral in every instance. But you know that that's an example too, of leverage. When you, when you focus, when you niche down, when you, when you are specific about what you do and who it's for, then it actually opens up more possibilities for how you can market this thing too. And I think that's one, you know, another example of things that people don't really consider, unless they're thinking about this as much as you and I every day, right,
Chris DuBois 17:04
right? Yeah. It's like, what is your offer? Because how you sell this offer is going to be very different depending on the details around it. Like,
Chris DuBois 17:13
yeah,
Chris DuBois 17:13
yeah. Seeing that what, uh, what would you say is, like, one of the, one of the most surprising levers for people, when you bring it up,
Speaker 1 17:22
it's a good question. I do think, you know, like, there's the standard ones that we've talked about, you know a little bit already. It's about focus. It's about, you know, your offer. It's about standardization. I do think what's interesting in today's world is the pricing lever, and so, like, we're fate. We're coming into this new world. I think we're seeing it a lot with AI, where there's almost a new model emerging in the AI world, where it's like, pay for the actual result. It's not brand new to the agency world. There are agencies that have done that before, but I think it's been, it's been a lot less common, right? Whereas, you know, we're, we're seeing that model emerge and become a little bit more popular with with AI. I think when you have a tight process, standardized process, and you know, very specific outcomes that you can get depending on what that service is. It's really intriguing to then think about, you know, it removes a lot of the risk for your buyer, if you can say, we charge based on the outcome that you get. Not every agency is set up to do that. It doesn't work for every service, but I think that's one of them that is pretty interesting. And you can actually charge more and make more if it makes more sense. And you also reduce the risk for them up front, so you probably get more people saying yes as they're coming in.
Chris DuBois 18:53
Yeah, that's the risk piece. Is that critical component, right? We I use this as one of my differentiation pieces, where it's the economic model is what we use. So, like, not even just the pricing, but how we price,
Speaker 1 19:08
yeah,
Chris DuBois 19:09
or how we're going to charge someone, because you're just trying to reduce the risk. Like, even for my own coaching, when I started, I was only charging 500 bucks a month, but for every 10k of net new revenue I help my client bring in? My pay went up another 500 bucks. And so now, like, with this model, like, yes, there's a performance kind of plan built in there, but it's also like, you only win if, if, or I only win if you're winning. And so now we're both incentivized to actually spend more time working on your business and making this happen and like, and that was actually the, the exact thing that was necessary in order to get those initial, like, initial clients in the door, get the case studies, and now I can just go to a flat rate,
Chris DuBois 19:46
and
Chris DuBois 19:46
yeah, make sure everything's set. But yeah, I don't think a lot of agencies specifically are looking at, how could I package this in a way that does lower the risk and and so gets, like, we all get the benefit from the pricing. Yeah.
Speaker 1 19:59
Yeah, yeah. I wrote, I wrote an article recently that was kind of applying, if you're familiar with, you know, Alex hermosis value equation model. I think it's a really interesting model, and so I kind of adapted a little bit and applied it more to, you know, solo consultants and small agencies, but, but I think a lot of times, people don't think about all of those other components of the value equation. So if you're not familiar, it's essentially saying, how do you increase the perceived value of something your offer? Right? And there are a couple of levers to that. One is, if you have a really strong outcome that you can promise. So on the top of the equation is, it's the outcome times the confidence. So if you have a really strong outcome and someone's really confident that you can deliver on that, right, those are the things that obviously help increase the perceived value, then you divide that by the delay. So how long does it take them to actually get that outcome from you? And the friction? So you times that by the friction, right? So if you can remove the friction, reduce the friction and the delay, and have a really big outcome and high confidence that you can help them actually achieve that outcome, you have extremely high perceived value in what you offer, right? And I think a lot of times, you know, agencies, we focus a lot, you know, generally, service providers on talking about the outcome right or, or, you know why you should trust me with case studies and testimonials, and we a lot of times, forget the bottom part of that equation, which is the delay and the friction, right? Like, if I can reduce the amount of time This typically takes. It typically takes three months to deliver, you know, this this outcome, if I can get that to them in one month, how much more valuable is that for them, right? Or if I can reduce the headache and the friction for them, you know, how much better of an experience is that I was just talking to a consultant who had a massive intake survey, like something that would take, you know, people, probably a good 3040, minutes, like deep thought to fill out. And while it was necessary, what we talked about is, like, that's so much friction up front before you've provided value. So instead, let's break that up into the first 10 questions you need for your first coaching session. Then you can ask another one later for other homework. So it's, it's, again, it's reducing that friction. So again, I think it's thinking about those other levers of, how do you provide value or key?
Chris DuBois 22:40
Yeah, the friction piece is important. I got one client who so he's built a SaaS product. In addition his agency was using it and stuff. So he's like, I might as well sell this. And great product, but it requires the client, like his client, then past, like, getting a bunch of people to complete basically, like a digital survey type thing. But it's like, what if we just flip that and you had the audience that you could get to fill that out on your client's behalf. It's like, now the friction just, like, disappeared, yeah, right.
Chris DuBois 23:13
And
Chris DuBois 23:13
you could probably do it faster, like, at the same time because of this. And so, like, that's what we're advancing with. But yeah, that formula is gold. Looking through the levers. I think the one that I find surprises agencies the most is because they just they haven't touched. It is partnerships. And probably because one, I think most agencies, when they hear partnership and they immediately assume like sharing referrals or doing like just passing, like, we got a project. So like, as soon as you're done this, you'll hand it off to me, and then I can bring others back, whatever. But they never look at, like, the CO marketing opportunities, yeah? And just like, how can we just share audiences, right? Especially if we're adjacent service providers and stuff. Like, there's, I don't know that part always, like, when I bring that up in the marketing I hear, I've never thought of trying that.
Chris DuBois 24:05
Yeah,
Chris DuBois 24:06
it's like, how have you never thought of, like, you got all these people with, like, audiences 10 times your size, right? And you haven't thought once about just trying to hang out with them too
Speaker 1 24:17
well? I think, I think you're a good example of that. Truthfully, like I've seen it in your business, like the agency summit that you run, you know you bring in people who sometimes can be competitive to you, but are serving a similar audience, right? But you provide a ton of value through doing it, and it basically is the rising tide lifts all boats, right? I think, I think that a lot of people don't think like that a lot of times. And when you do, then you start to open your eyes and be like, Wow, man, this really can be a leverage lever that I can pull to move my business. Let's partner. Let's find ways to do some of that CO marketing with people who serve a similar audience to me. And like, when you can do that, you start to reap the benefits of it, right? Yeah.
Chris DuBois 25:00
Yeah, yeah. I think the mindset is probably some other, like, hidden lover in there, yeah, that you can just pull in order to get things going. Like we talk all the time and, like, share insights back and forth. Like we share an audience, we do similar things. It's just like, why would we not then share this stuff?
Speaker 1 25:17
Yeah? Well, I think part of that, too, that I've been thinking about is, you know, it's the classic line of, it's hard to read the label from inside the bottle, right? And I, man, I think that's true for every business out there, every business owner, right? And so there's things you can do to, you know, kind of help get outside of yourself and kind of see your business from an outside perspective, talking to customers and different ways to kind of frame and see things. But at the end of the day, I don't think that there's there's nothing better than just having trusted peers or a coach or someone who can honestly give you their perspective on what your business looks like from the outside, because it's just stuff that we are blind to, that we can't see. And so, you know, having those people in your corner who you are regularly talking with is just so valuable for any business owner out there,
Chris DuBois 26:11
right? Yeah, it was a week ago, two weeks ago or so. It doesn't matter for when, whenever this episode comes out, but I did that free call Friday with just within my community, and just like, hey, just 30 minute call. Let's just jump on. Talk about talk about your business. See what's up. And I would say, at least half those calls I got some version of like, Oh my god. That feels obvious, like, when we found the answer, and it was like, that epiphany of like, oh, it was right in front of me. It's like, it didn't take anything for me to think about it, because, like, I'm seeing this all the time, but it's just like, yeah, people need someone to come in and just like, hey, here's what I'm seeing from my perspective. Usually that's all it takes, yeah,
Speaker 1 26:51
and it's and it's nothing to do with, you know, your expertise. I mean, you and I talk about this stuff all the time. We work on similar things. I often need help with my own messaging, my own positioning, even though I do that with clients all the time, because you're just too close to it, right? And so again, it's, it's once you realize that that, hey, I just have Winders on to some of this stuff. And it's not about ability. It's just, I need another perspective. It becomes pretty powerful, right?
Chris DuBois 27:22
Yeah, I made so I'd written my, I think my January article this year was just the competitive advantage thing, like, how to differentiate yourself and all this stuff. It's like 10,000 words. I compressed all that, I put it into a GPT so that I could, like, work through it and stuff. And it's all trained on my content and everything. And then as I was going through it as a user, like, It tore me up. Like, I mean, it was destroying my business, so I'm like, I made you like, I can unplug you, but, but, yeah, it was good. Like, exactly what you were saying, right? It's like, you need someone else to look at it. And I just had aI slap me in the face for that one.
Speaker 1 28:00
Yep. That works too, Yep,
Chris DuBois 28:02
yeah, but, uh, okay, so lot of things changing in the space. What? Uh, what do you think? 8020, wise, what? Where should agencies be focusing over the rest of this year?
Speaker 1 28:17
I think the it comes back to kind of what we started talking about a little bit. For me, I think that it's not just agencies. I think most small business owners sometimes get caught up in the What else can I do? Or the grass is greener mentality, right? And truthfully, the 8020 is focus on the 20% of your customers who are providing, you know, 80% of your revenue, and who you're providing outsized you know value for, right? That's the whole idea of let's find your single best fit client, and Let's replicate them over and over and over, and I've just had this conversation so so often with agency owners, with consultants, with fractionals, who have these big, grand ideas. I mean, it happens to me all the time too. You have to kind of talk yourself off the ledge a little bit, or you just have to tell yourself, okay, let me Yes, let me capture that idea. But I'm going to put it on the backlog for now, because ultimately, what it comes down to is, can you improve your core motion, your core business? There's you could probably do that endlessly, right? And so that's where you're going to get the most returns to, not that you shouldn't be experimenting with some new things. My rule of thumb, when, you know, previously, when I was like a marketing leader, is, you know, roughly, you know, 70% of your budget should be spent on the core things that you know produce, you know, 20% on some things that are a little bit experimental, and maybe 10% on. Just those crazy out there ideas, right? I think it's the same in terms of, you know, running a business as a founder, you should spend some of your time kind of experimenting with new stuff. But if it goes beyond taking away of the 70, 80% of the core work that you should be doing, your core audience that you're serving, that goes beyond that, then, you know, it's too much, right? And so again, usually it's just we can get caught up in the AI hype and trying out new things. And you know, when I find myself taking more than that, you know, time allotted, or I should be allotting to it, I just have to remind myself, I got to come back and just focus on the core business and building out the core foundation, the fundamentals, finding my best fit client, replicating them over and over, because that's the stuff that at the end of the day helps you grow a successful business.
Chris DuBois 30:50
Cheers. All right, man. As we wind down, first, I'm going to get your article here actually tied into the show notes. Make sure everybody can just go check that out for themselves and then follow you on sub stack as well. The first question I got as we as we wrap, though, is, what book do you recommend every agency owner should read?
Speaker 1 31:10
Ooh, good question. It's probably on my shelf back here somewhere. Lot to see. I think it's one of the, one of my favorite books that I think any small business owner should read, is called demand side sales 101, by Bob mesta. So Bob mesta is, if you've heard of the theory of jobs to be done, he's one of the guys who invented jobs to be done that framework. And so he applies that in a sales context, and helps you know how to really approach it. I think one of the reasons why I really like it is especially if you don't come directly from a sales background, or you're allergic to kind of the used car sales mentality. With that many of us are right. The idea behind that, the premise behind that book is you don't need to adopt that used car salesman methodology. It's really about, you know, really selling is about understanding what someone's job is, that they're trying to accomplish, and can you actually help them or not? Right? And it's more about evaluation. So really good, really tangible applications, I think, for all business owners who are doing any types of marketing and sales. So highly recommend, awesome.
Chris DuBois 32:23
Yeah. Last question, Where can people find you?
Speaker 1 32:26
I'm pretty active on LinkedIn. Like you said, I have a sub stack, and so those are the two best places would love for people to connect. Always looking to have people connect. And, you know, meet new people.
Chris DuBois 32:38
Awesome. All right. Well, Garrett, thanks for joining again.
Speaker 1 32:41
Thanks, Chris. Appreciate it. We'll
Chris DuBois 32:42
see you.
Chris DuBois 32:47
That's the show everyone. You can leave a rating and review, or you can do something that benefits. You click the link in the show notes to subscribe to agency forward on sub stack, you'll get weekly content resources and links from around the internet to help you drive your agency forward. You.
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