Innovation Roadmaps with Imteaz Ahamed, Director of Performance Marketing - Nutrition at Reckitt
Welcome to E-commerce with Coffee!? a podcast powered by Amber Engine where we share e-com secrets for brands over your favorite brew. We start with the caffeine and then leap enthusiastically into behind the scenes e-com insights that led to the success of our guests. I'm Nate Svoboda, and I'm about to serve you up the best. Let's get started. Hello, and welcome to today's episode of E-commerce with Coffee!? In this conversation, I get to speak with Imteaz Ahamed. He is the Director of Performance Marketing at Recktitt. And today, we're really going to be focusing on planning for innovation as a small to medium-sized business, and how technology really goes hand in hand or should go hand in hand rather, with how a business needs to be thinking of their long-term strategy. So coming out of this conversation,
a lot of you might find that it's really more achievable than you thought to be an innovative company. So Imtiaz, welcome to the show. Thank you for having me, Nate. Pleasure to be here.
Yeah, pleasure to be speaking with you. Now. You know, we always start the show off. In this way. You are a busy, busy, busy person. I'd imagine caffeine has to play some role in your life. For sure, it's the first thing I do in the morning, which is turn on my coffee machine. I think growing up in Australia, if you never had the chance to go to Australia, go to Australia, the coffee scene there is absolutely incredible. I felt
very spoiled when I was there. And then coming to the US. I've kind of lowered my standards. I just drink anything that's black right now. But for sure. It's it is my certainly my drug of
choice. So it sounds like you're more of a hot coffee guy. Yeah. Oh, actually, I'm getting into my Nitro Cold brews now. And being pretty big, pretty special. When I do get the chance to do the Nitro Cold Brew, I haven't tried. What's it called Copper Luuk. I do want to, which is the special type of
coffee. I think it's like a cat digests the beans and then poops them out. I mean, the people that go pick them up out off the floor, and they process it and it's like $80-$90 a cup. Apparently, in Vegas, there's quite a few places that you can buy a cup of cup a little app from, but I was there a few weeks ago, I just completely forgot to do it. I'd be intrigued to try that. But I gotta say that really does
sound like a crappy job. But yeah, there we go. You need to give this out. Pretty cool. Yeah, I'll drink hot coffee. It's what I've got right here right now. But 11 times out of 10 I will take a cold coffee over hot because you don't gotta wait for it to cool down. It's just gonna burn my tongue. So
I'm right there with you. But hey, I mean, that's interesting. I'm gonna have to google that later and check it out. I'd never heard of that before. It's interesting. Yeah. Cool. Well, you know, diving right into it. You've been at record for a
number of years. You know, I already said, you know, your role. But can you talk us through? What is it that you do now and have been doing at racket? You know, because I mean, you've been there for about 14 years at this point.
Yeah. So I've been at the company for 14 years, but I've done a whole host of roles. Within that time, I started my journey on the sales side of the equation, which I think is, you know, for anybody getting into entrepreneurship, or getting into business. Sales is certainly a skill and a skill set that you need to master. Because no matter how great your
idea, or how great the thing that it is that you do, if you can't talk to other people about it, and if you can't get convinced them, that what you're doing is very special, then you're not gonna have business, you're not going to be able to pay the bills. So I started my career, first six years in sales, then I somehow fell into E-commerce, because I was good with Excel and PowerPoint. And obviously, that's relevant to digital marketing. And really found what I was really
passionate for, which was looking at how technology can be used to solve customer problems. And then I was at a very pivotal time within the CPG world where everybody was, you know, starting to put a lot of money into Google and Facebook, and you shifting money away from traditional media into digital media. So I was a huge part of this is luck. So being at the right place at the right time, but also capitalizing on that opportunity as well. So I had the privilege of launching our first direct to consumer e-commerce channels back in the Australian business, which got noticed, and then I moved to London where I was responsible For scaling out directly consumer businesses across Western Europe and the US, and since then, you know, it's looking at technology after technology, learning how to implement them within the business and leverage them for improving customer experience to bring on business growth. And, you know, that's what I love doing. And I'm very lucky to do that as a job. So this is this is super open ended. But you know, just given
that you've touched the calm side, obviously, you know, prior to that, talk to us a little bit about the biggest difference in the way that a business needs to operate, or that you as you know, a team lead and individual contributor, you know, whatever role that you had, at the time, the biggest change that you experienced or saw, it's about timescales and business cycles. So when I started my career, when you work with a grocery customer, their typical business process or business cycle is one or maybe two times per year, what that means is a grocery retailer will typically have one range review, or maybe two range reviews per year. So the CPG company that works with the retailer, two times a year, they will launch a new product, right? So their entire end to end business processes is about two times per year or one time per year, how do I bring a new innovation to market that matches all of the insights that I have over my consumers or potential people that are going to buy my product. Whereas now with, you know, direct to consumer ecommerce with the likes of Amazon, Alibaba and all of the digital marketing all the digital commerce platforms, as long as your cohort of consumers is big enough to warrant a size of price that is valuable enough to you, then you can create a business and, you know, get started from me, you don't need to wait one time for you. And then once you have an audience, let's just pick a number of 10,000 people that really like your product, and from 10,000 people, you can if you generate, let's say $100 worth of value per year, you've suddenly got a $10 million business. If you can justify that, then how do you sell that 10,000 people every single year. And even if you
just add two to 5% of growth on that per year, and innovate and change with them, then you've got a great business to work on. So the biggest learning that I've had working in digital slash e-commerce, versus the traditional retail business that that came from, is adapting to business cycles and adapting to the pace of change that consumers now are happy to work with, versus the choices that they previously had. Yeah, and it's interesting, right? I mean, a lot, not as many people in the e-com world as I would have thought of talk about lifetime value, obviously, like the thought leaders, they all talk about it. But you know, it's interesting, because you
bring someone in to make a purchase. But then if there's no effort to retain that business, and give them a reason to come back, that's just the tons of money left on the table, it's so much more expensive to acquire a new customer than it is to just retain the business of an existing one. So but now that said, you know, you're talking about, are we talking a lot about consumer, and it's interesting, because, you know, the B2C side or the or even the direct to consumer side, you know, the change that we've seen over the past 10 years has been immense, absolutely extraordinary from the expectations that they have of the business, you know, the things that the business needs to do to actually achieve what they are trying to give to their customers. But we're seeing a lot of that on the business to business side to right, you know, especially with Amazon, and just how much easier that process is the traditional buyer now wants the same type of experience that they get when they're just shopping for their own stuff on Amazon. So when did the day go at least a day, the person who's buying who's buying for a business is also a consumer, exactly, is also a human being, who also has emotions and also has feelings.
So yes, they are buying at a bigger volume and scale. Yes, their financial metrics. And KPIs are different to your own personal finances, but they're still a person. So you still need to impress that person who needs to still give them an experience that warrants them to really like you and like your brand. But yeah, the methods are not that different. It's just the size and scale is different.
Exactly. No, exactly. But so now, you know, we're talking a lot about today about innovation. So now when we think about innovation in the space of digital commerce, talk to us a little bit about you know, the maybe the b2b organization, small to medium size, how should they be thinking about, you know, their strategic planning or the roadmap that they build around innovation? What are some of the key elements that should go into that? Or they should be thinking about? Yeah, in terms of some people call this digital transformation, I just call it doing business. But you need to think about three key things when it comes to how does your business digitally mature, coming into the 21st century and beyond? I always is my framework of people process and platforms. So let's cover people first. It's having obviously everybody needs to have the best talent that they can get, right? But also, in terms of thinking about technology, and how do you digitally mature and, you know, 100+ year old organization that you may have? The people part of it is somebody who not only understands the, the what you do today, but also the how you're going to do it in the future. And somebody who, you
know, can understand how things operate within a business, what are the efficiencies that you can kind of bring bring from automation, what are the touch points that you have in your customer journey, that surprises, delights and makes the person feel well, like, for example, my, the salon, or the hairdresser that I go to does, they have a checking check in this functionality that I just entered my SMS, sorry, I just enter my phone number in and I never have to wait, I get there and I get seated straight away. Like, you know, from history, one of the worst pain points for me is going to a salon and waiting like 15-20 minutes, sometimes 45 minutes to get my see. Whereas just having this functionality of checking, having a CRM platform that the the stylist knows what I had last time, I can just say I just want more I got last time and knows what sizes that I want my hair cut all of those like little tiny details, captured in a very basic CRM, and removing those friction points of waiting, removing the friction points of having to re explain what I want done with my hair, this type, etc. Just thinking about that end to end journey that that users going to have. And enabling that technology experience to take away all the friction is just let the hair stylists do what they're really good at. That is amazing. So from a personal sorry, from a people point of view, need to have to you need to have people that understand that consumer journey, and then really understand how that technology is going to enable that experience to happen in the most seamless way possible. The second part of this is process.
So in a lot of times in, especially as organizations get bigger, they develop processes. And those processes are always put in for the right reasons at the time that they're put in. But over time, those processes get old, and they are built on, you know, the business challenge that you were having at that particular point in time. I think it was a I think it's a Toyota principle, where they say for every, for every 2x in people or 3x in revenue, you have to completely rewrite the business processes that you have within your team. So every time
you double your headcount. So if you've gone from five people to 10 people, or 10 people to 20 people, or if you've tripled your revenue from half a million dollars a year to $1.5 million a year, you have to just go through every core process in your business and rewrite it from scratch and say, Look, that won't necessarily work anymore. So people who understand what they're doing, and then understanding the core processes that you go through as an organization and being flexible with those processes. Just because you did it yesterday, just because it's worked for the last five years, doesn't mean it's always going to work. And finally, is platforms or technology, right? So a lot of the people like most people will think digital transformation means buying a new fancy CRM platform or getting a new website that does e-commerce or, you know, taking the call, call center into the cloud and offshoring stuff like that. That's not digital
transformation. Let's try to save some money, which is great. But technology is an enabler, to amazing customer experience. And if you think about it that way, and if you have the people and the process in processes within the business that can enable technology to do that. then you will get growth and you will get
that loyalty that I have to my new salon right now because it is just so seamless every time I go it. So that's how I kind of frame how you think you should think about digital maturity. And the fact that it is an ongoing process. Just like you know, I'm trying to get fit enough to do a marathon one day, and that's going to take me five years to do every day is an improvement opportunity for business. Yeah, I mean, even just a 1% improvement over time, right? That's absolutely. And that's, and I love the way that you just
laid that out, right. So what I'm hearing, you know, you need to have people and people in place who understand why this is happening and are willing to embrace the change, you need to revamp the process, because you know, the way the business was operating may not that may not work, if you're changing a bunch of stuff, whether that be the people or the systems in place. And then you actually do need the technology at some in some rudimentary level. But that alone doesn't mean that you are digitally transforming your business. So I love that I love how you just laid that out. But so change, change is scary. And the rate of change, like we just said a few minutes ago, is only only quickening, it's only getting faster. So you gave a
great example, and I'm jealous of your hairdresser, by the way, because I've never been able to say just do the same thing. It's always Oh God, we use a two or three last time, I don't even know it's a total mess when I go. But so thinking about time horizons, right? Some innovations are low hanging fruit, some are more strategic and longer plays, how should a business be thinking about their roadmap timeline, and I just keep using the word roadmap, but I really just mean like their plan, their strategy, what their what they're expecting to do? That is a great question. And I say this heavily, depends on people as well. And I say this, because not everybody can operate at different timelines, you have operators who are very good at the day-to-day, they're very good at following a process, they're very good at cutting hair, or they're very good at the thing, that thing that they're supposed to do. Then you have innovators, people who are very good with whiteboards, and come up with creative solutions. And they,
they like to always meddle with the 1%. And then you have this rare breed of people, we're usually entrepreneurs who can flex between the two, right? So one of the things that as a person in digital as a person in E-commerce, I always feel like I have to have my feet firmly on the ground, get my hands dirty, and understand this stuff. And at the same time, I need to spend the time innovating and creating, as I've matured, in my career, I can now spend more time innovating and creating and less time operating, and I've got people to kind of offer it for me. But towards the beginning of my career, it was like 95%, implement and do and learn, and go speak to customers. And I still speak to customers today. But like, you
know, go be literally on the ground, understand every end to end process within the business. And then now I've come to a stage where I coach those people how to do their things more efficiently. I coached them in terms of how to how to bring in automation into their lives or bring in like business processes to kind of make their lives easier. But now my horizon has shifted to the next two years, the next three years, whatever, in terms of a roadmap of things that we will want to do, and how we will go on and do it right. So for any business owner, especially if you know if your 20, person, team, 50, person, team, etc. You need to dedicate the time to do it. And you need to have the right people dedicating the time to do it as well. Because if you give the innovation task, or the job of
change to a person, who is way to fix mindset, who is way too, in the weeds of things, you'll wreck them and they're not going to enjoy their job. But if you give the role of Goethe tinker with said problem, go find five different ways we can look at this challenge last opportunity and present to me five different, you know, technology solutions or agency partners that can come and help us implement this. And then develop the plan or a pilot for us to verify whether or not this is a safe bet, or safe enough bet for us to take. I think that's a better approach than to just say, oh, you know, one day, not everyone can be Google and allocate one day a week to inefficient. But if you've got a team big enough to allocate the right personality profile of person towards problem solving and towards creating, then that is probably a better approach. Yeah, so it sounds like you know, the, the amount to which you can dedicate time to being innovative to thinking about these things more really depends on how out of the weeds you are, like, if you're, you know, a very, very lean team, they're just day to day things that need to get done. And you know, your
hands are tied, there's not really a whole lot of ability to experiment there, you just have to find the time in your schedule. But no, I appreciate how you laid that out. So thinking now about, you know, the customer journey, the customer experience, you know, the innovation we've seen in that, again, you gave that really good example of the hair stylists that you go to, you know, what are some in 2022 these past few years, what are some innovations that you've seen in the customer journey that really makes a well crafted experience, particularly from the perspective of the customer, I think I used to travel a lot. Now I travel a lot less considering COVID Shut the world down and redo my resume, which is better for the environment, but not good for my air miles. But I think the world of loyalty within the airline industry. And you look at, you know how, especially when you get to the upper tiers of the airline industry, how they recognize you how they look at your end to end journey, and leverage the intellect the things that they know about you at every touch point that they had, is really, really interesting. So, for example, when you set up on not that in America, they feed you on planes, when you travel coach. In other markets in
Australia, where he's traveled a lot, I typically would like to have Hello meals. And if available, gluten free Halal meals, which is very specific, right? I set that up in my profile, and I would travel every single week, and I'd never have to think about that one thing. And Qantas, who I used to fly with back in Australia. Anytime we booked a ticket, that
thing was always taken care of. And then Qantas, also had a facility which was parking, right, so you'd literally park your car, right at the terminal, you would go there had to check encounter, it was a valet service. So you just literally drop your car, walk inside the terminal door, drop your bag, go up the escalator, you're in security. And you could literally go if your if your gate was in front of that line, you would literally from car, so getting out of your car, checking in dropping your bag, into security and into a plane within the space. If there was nobody, you can do it in like four minutes. Which is unknown if there was no people, right. So even if there's a few people,
it's 10 minutes, even if there was yeah, you're talking 10 minutes. And then they would have my nice meal ready for me on the plane after takeoff as well. So from a business traveler point of view, you know, for the period of time that I used to travel a lot in Australia, that was a really nice experience. And then it
gets even better. And then when I used to come back, my they already knew what time I was going to come back, right. So they would have my car ready for me at the valet service. So I would literally come back pick up my key, if I requested to, they could even wash my car for me, they had completely vacuum. So it was kind of like another thing done off my to do list while my car was sitting there for 12 hours that day. So you
know, thinking about all of the value adds that you can do to your customer, while you're interacting with them thinking about every lifestyle, or every point in that journey that they all have with you whether that's eating, parking a car, washing their car, getting their bags there on time, et cetera. Thinking about all of those interactions that you can have with them, the value you can extract from them. The carwash cost about 50% more, but I didn't care because it was getting done. I wasn't there and somebody else had to deal with it. Thinking about all of those interactions, and then how much is a consumer actually prepared to pay for that is a really interesting way of not just, you know, adding value to consumer but making money out of a two.
Yeah. And you know what I'm hearing from that. You know, I love hearing people talk about first party data, right because the consumer at least a lot of people are willing to provide that info Meishan like I opt into, you know, not all the app tracking stuff necessarily, but like Apple Health, if you know, there's things that you can send, like error reports from the system, I have a lot of smart connected devices like I'm personally fine with that, because I want to be given a more personalized experience. And so it sounds like give your customer your consumer the ability to provide that information, so that you can tailor your experiences accordingly. It's kind of what I'm hearing, Oh, for sure. Like, if you provide the value, people will
take it. And a lot of the times, though, even happy to pay for it, too. You just have to demonstrate the value and then put a price on it and see if people are going to buy and the worst thing they'll say is no, I don't want to. And as long as
you haven't dumped $100,000 Or like a couple of million dollars behind, you know, implementing said solution, then, it's fine. Like, for Qantas, for example, adding car washes to the fact that they already had your car for 12 hours in their parking lot. That didn't cost them much. They go to a third party contractor to come in and do it. But they're making a markup on my car sitting there. So
yeah, well, so then I'm going to ask you to, you know, look into your crystal ball, predict the future a little bit here. You know, there people talk about Metaverse, and you know, integrated retail and, you know, obviously artificial intelligence that's not necessarily new. You know, are there any disruptions that you see coming in the future? Maybe they're not here now. But you see them on the horizon and you're excited about them, especially as they relate to digital commerce, e-commerce, online selling etc. I think the world are discoverability when it comes to new brands, and new things is super interesting. Especially when you think about how people will live digitally in the future. If you look at all the fashion houses, for example. And
the all the clothes and the things that they're dropping into the metaverse and, you know, people with lots of money dropping lots of money on, you know, literally JPEGs Metaverse or, you know, 3D, JPEGs, I should say, is fascinating, right. So, the world of retail and the world of physical goods. I think the way people are going to discover brands has already changed and is only going to change even more in the future. I think the role of influencer or Yeah, the role of influencer or person of influence in the metaverse is going to be interesting depending on you know, how many people move into the metaverse and how many hours a day people commit to the metaverse but we're already there. Like, you know, if you really think about it, what is the metaverse, the metaverse is a real time experience that two people two or more people are having at the same time. clubhouse. I don't know how they're doing right now. But clubhouse is a Metaverse
experience, you're in real time with multiple people. I spend on average, five to six hours a day on teams. That is a Metaverse experience because I am interacting in real life, or sorry, in virtual life with other people in real time. So, you know, suddenly you have millions if not billions of people interacting with each other in real time, over a virtual means. That opens up opportunities for brands, and opportunities for technology companies to provide experiences that are contextually relevant. This morning, I moved to work
because my wife had the car and zoom put an ad in Uber, between my house and my office, they know where I work, right? And they were advertising zoom contextually relevant to me as a business person coming into the office, right? That contextual relevancy pace and seeing relevant content, ads, whatever you want to call it, is the new way to sell. And being as personable as possible during said times, is the way I think new brands are gonna grow. That's why there's a million, you know, small direct to consumer brands that are serving audiences of 10,000 people. And I think that is certainly the future rather than just, you know, spending money on the Superbowl ad, and then hoping for the best afterwards. Yeah. So, you know, we've talked and you know, you mentioned obviously a CRM, there are a lot of businesses that don't have one that probably should you know, if we can Get a little tactical for a second here, you know, from a brand's perspective to do any or all of these things that we're talking about, what are some of those essential processes, systems or skills, even with people that they really need to have in place to deliver on that experience? And you can even just talk about some tools that you've discovered and your time maybe things that your teams use that, you know, again, what's really critical to do all this.
And specific to small to medium sized business? Yeah, it's a smaller medium. Okay. Having a great website, and then grabbing a great digital property that somebody can go to, to, number one, discover your brand, or discover your business is hypercritical, like I moved to my local area, or where I live now, only in August of last year, right. And I knew that you had dresser. And what did I do, I Googled, and the result that came up first showed that they had Digital Check in all I had to do is give them my my cell phone number to do so. And then I've been loyal to them since right. But they had a great presence on Google at a
great website, which was very simple for me to just give my first name and my cell phone number. They didn't even ask for my email, which I was like, Thank God, I don't want to get met. And, yeah, it was a great experience. And I've signed up and loyal to them now. Right? So a website is a critical piece websites aren't that crazy or expensive anymore to kind of do yourself or hire somebody to do off the back of that if you're a service based industry, then you know, having a CRM is very cool, very important, whether that's, you know, something basic as HubSpot, for example, to just capture your customer data, understand how much they're spending with you why they're spending with you. And just having that one system where you
house all of that customer data I worked with, or some of my dad's friends who runs small businesses, different people within their companies have different email addresses and phone numbers of customers, the same customer, but with different email addresses and different phone numbers, because I've interacted with different like salespeople over the years, and they just never updated their system. So the importance of having master data of your customers go for digital, it is paramount, just that data government, the basic gate data governance, or just having one set of data on who your customers are, and all of them important information, like phone number, email address, billing address, all that stuff, you only want to have one source of truth on that, whichever platform you're using, you need to have somebody who owns that process. Because ultimately customers pay your bills, and you got to know who your customers are. But you got to be
also be able to give them the right experience. And let's flesh out an example, if a different salesperson joins your company, and then they send an invoice to the wrong email address of said customer. And then on your accounts receivable accounting software, you're seeing that customer hasn't paid their bill in like three months. And then they come in to your business and you're like I'm not serving you because you haven't paid your bill. And they will be like, Well Bill you talking
about and then open up your CRM and open up your accounting software and you show them they haven't paid a bill. And that's not my email address, and what are you talking about? So if you have that negative experience with that customer, because they haven't paid a bill of a bill that you haven't actually sent them to the right place, then that person is going to be like this is a disorganized business. Why am I interacting with you? Why have You embarrassed me and said, I haven't paid a bill and you never sent it to me in the first place. Right? That's a really quick and easy way to lose a loyal customer by having a negative experience, especially if you've done that in front of other customers who may be their friends. Okay, so
customer data, incredibly important, have one source of truth for it. Yeah, especially in this day and age with people working remotely and in different time zones. I mean, it's critical that you have I mean, especially with how many solutions are out there.
Right. You talk about HubSpot. I don't know what I don't know off the top of my head what they cost but it's not crazy expensive and it's definitely attainable for a smaller business. You know, even just having that platform so people can collaborate in one place and to your point, have that act as a source of truth for everybody. It's absolutely critical. Well, you know, I think the last question that I really want to ask you today. And I appreciate you sharing all this time with us. So brands today really have no shortage of data when it
comes to sales and marketing. So but knowing which numbers or metrics to focus on matters. So, talk to us a little bit about how you recommend brands, isolate and visualize the important data and what metrics they ultimately need to be tracking. Because ultimately, you know, if you're innovating, you need to be able to measure the results of that innovation.
Yes, it comes down to what type of business you are, and how long you can actually keep a customer for. So we're talking a lot about hairdressing today. So let's talk about hairdressing. If you're running a hairdressing business, and let's say in within a five mile radius, there's a population of 200,000 people, of the 200,000 people you're seeing on a monthly basis, if we assume people get a haircut, or men typically would say, get a haircut, I get a haircut every three to four weeks. So I'm just taking that as the average, let's say this business is getting thousand haircuts a month, then you're approximating, you know, I have one out of 200,000 people share of the local area, for me to be able to increase my business, I can either get people to, I can get more people to come here. So I need to acquire more people. So that from 1 thousand people a
month, to maybe 1500 people per month, or 4000 people that buy from me, I can upsell them something else. So whether that's a hair treatment, or whether that's a wash, or a beard trim, or something else, if I can just unlock an extra, you know, $5 from every user, that's an extra five grand a month, or 60 grand here from existing users without doing too much modeling, right? So depending on what your business is, you got to think about market share, or how big is the pie? How big is the pie that I'm, that I have a slicing of today? Can I grow that slice? How much is that growth really going to cost me? If that's too expensive? Then what can I do with what I've already got today and upsell people with additional products and services. And or, you know, is my business something that I can even develop into a subscription business I've just seen this kid on, I'd say kid, because he's literally 14 or 15 years old. But during the pandemic, he went around his neighbors, who happened to be quite elderly people, and signed them up to a subscription. I think it was
like 39 bucks or 49 bucks a month, where he would go and solve all of their tech issues on a subscription. Man, I wish I thought about when I was literally going around plugging people's TVs in, and like formatting the MacBooks and formatting the iPads and stuff. I think it was raking in 10 grand a month at 14. So he's got like 200-300 customers, right? So, you know, there's lots of ways to skin a cat when it comes to business models and revenue models. But you really need to think about what what is that
market I'm in? And how do I add the value to the consumer or to my potential customer, and then how to bring a profit from said interactions. I love that I appreciate how you just laid that out. So Imtiaz, if if anything that we've talked about today resonates with our audience, where can they find you get in touch with you reach out if you're comfortable with that? Sure, I have a blogged called imteaz.com where I haven't written in a long time. But I usually do posts all of the things that usually post my podcasts and other interviews that I do on there. And they can follow me on LinkedIn. It's
linkedin.com/in/imteaza/ or you can follow me on Twitter or Instagram. My handle is triple i, iiimteaz as well. And yeah, I'm always happy to if anybody's got questions about technology and anything that I've previously worked on, was awesome. Well, thank you really, thank you very much for sharing
all your time with us. I look forward to having you on for future conversations. Lovely. Thank you, Nate. It's been a pleasure. Okay, that's it for this episode of E-commerce with Coffee powered by Amber Engine. If you haven't gotten your fix yet, be sure to get more E-commerce brand secrets on our website at amberengine.com. And don't forget to subscribe for more episodes