The Untapped Potential for CX in the Caribbean w/Roger Nicholas

Hi, I'm Adam Durrell and I'm the host of the Account Experience podcast. Now, if you've listened to the podcast, you'll know that we're called Account Experience because, well, we sit at the intersection of B2B account management and customer experience. That's where the name comes from. And every week I love to talk to an industry leader to get them to share best practices so they can help you develop your program. And by that we're building up a kind of an open source database of the rights and the wrongs of doing programs, which really excites me. And, you know, if you like what you hear, don't forget to review it and share. It'll help spread the word. Now, by the way, I've got some really exciting news to share for all followers of this Account Experience podcast. Coming up in September is CustomerGage's own yearly event which is called Monetize 2022. And it's the only place to be if you're a B2B customer experience professional. It's going to be held in Amsterdam, as it was just before the lockdown as well, in the heart of the Netherlands. And the date is September 13th to the 15th. So book your tickets. We'll have many of your favorite podcast guests live and you can hear them present, get to meet them and ask them your own questions. And if you're Interested, check out Monetize22.com for more details. Today I have the great pleasure of I'm speaking with Roger Nicholas of Caribbean based SiteUp, which was a leading regional distribution and promotion company. It gives real time feedback on in store product performance and the company covers 20 territories in the Caribbean. I think if I get it right, Roger, you can tell me later, but representing more than 180 brands in nearly 1,000 outlets with about 6,000 visits a month. That's incredible. Now, Roger's based in San Fernando in Trinidad and Tobago and he's a frequent guest to Customer Gate Experience on the Rocks. So we know him and he knows us and he's also a certified net promoter. Sorry, Net promoter Professional. Roger, welcome to the Account Experience podcast. How you doing, man?

Great to be welcome. Thanks for having me, Adam. Excited about the invitation?

Well, you know, I've been wanting to catch up with you one on one for some time because you bring a unique perspective to the podcast. Roger, you refer to yourself as the hunting dog of the company. I want to hear more about that. Tell us what a hunting dog does and you know, tell me a little bit about your Background?

Well, I'll start with my background and then I'll say, why, I'm the hunting dog. Born and raised in Trinidad and Tobago. I'm much older than I look. Shaving helps, but I did my university education in the US and spent 23 years in the US for both school and work, and then returned back to Trinidad to take care of a sick parent and a disabled sibling. And in doing so, my background, marketing. Trained at Howard University in Washington, D.C. same as the U.S. vice president. And then from there got into operations at Payless Shoe Source, where I learned not only the metrics that are important for running a business in terms of execution as well as strategy, but particularly the amount of attention, almost granular attention, they paid to customer service and what was an. An unknown customer experience. They were big on journey mapping. So that's. That's probably where the seed was planted. That's about 25 years ago. And then from there got recruited by Citigroup and pivoted into financial services, where I sold, you know, financial products, you know, IRAs, mutual funds, insurances, mortgages, that type of thing, had a blast doing that, and got involved in training and development as well, and consultative selling skills. And from there was recruited by a pharmaceutical, the pharmaceutical industry. So I got into pharmaceuticals with Pfizer and then another smaller company 3 1/2 years after Pfizer. And so I spent in total about just under 10 years in pharmaceuticals. So learning sales, sales training, that type of thing. So I am what you call a smorgasbord of skills and experiences that are actually valuable. So when I moved back to Trinidad, I wanted to get back into operations where I could kind of marry all those experiences. I had the C suite purview because of my experiences in the US and I had the executional purview because of my experiences as a salesperson and working in operations. So that allowed me to work in operations. So one of the. Actually the largest consumer goods company in the Caribbean, they're headquartered in El Salvador, but they have like 100 locations throughout the Caribbean and pretty large in Trinidad and Tobago. So got my operations hat back on there. And that's when I started seeing the gaps that we have in Trinidad and Tobago and our region when it comes to first, the endpoint, customer service and of course, customer experience as a whole. So when I moved into being head of operations for pharmacy chain, convenience pharmacy, a retail pharmacy chain, rather, in Trinidad, I got to see that even closer from the C suite level and how much information we lacked in order to affect the change and the impact that we wanted. So when I left there to do consulting, it started out as entrepreneurial efforts. Some friends and I launched a patient management software that was unique and kind of bespoke to the Caribbean. And then we pivoted into DNA Ancestry and then we pivoted out of that because one of the challenges we've had is getting paid on time. So not getting paid tends to make you pivot a little.

Hold on, I'm just going to slow you down for a second because that's a lot to unpick already. I'm just going to let you take a drink of water on it. We've established that you've got this incredible portfolio career, called it a smorgasbord. And also you're very keen on cash management, which is this.

Yes, it is. Yes, it is.

Yeah. Of course, if you run a business, it's like you just want to get paid, but then business cash is king, right?

Yes.

This is a fantastic journey that you've been on and so you. So you just to bring it up to speed, you pivoted out of the DNA Ancestry business because you wanted to get cash in.

So what was next from there was when I became a part of SiteUp Ltd. SiteUp came to me looking for a business development manager who can get them the large accounts that they've always been wanting.

Yeah.

So that's where the hunting dog comes in.

Hunting dog.

Because I can speak C suite and I can speak operational execution, it allowed me a unique position to build relationships, identify some of the key influences in each company, build those relationships, get myself presentations and then come up with bespoke solutions to meet the needs based on the pain points that SiteUp solves as a company. So that's where the hunting dog thing comes from. I go find the business, build a relationship, close the deal and then my team manages the business execution.

That's great. Thanks for the journey on that one.

Yeah.

So let's talk about some of the solutions that you offer at Site up, because you've got an amazing portfolio of companies that you're representing, some really great brands. I believe you've got Coca Cola, Angostura rums, Unilever. And then even before that, you've got people like Adidas that you were working with. I mean, this is a lot of trust. But you as a company, so what are you offering that makes these guys go, right, we need to get Site up in.

Well, the Site up initially started out in 2007 as a trade marketing or field sales company. Where you can outsource your need to have your products, merchandise or promoted or launched at different events. So starting out with the Adidas and all of those projects that gave a lot of visibility to fast moving consumer goods manufacturers and distributors who then came to us to start helping them get their products off of the back shelves and backstock into on shelves and then doing things like engaging customers through promotions and launches. And because of the job that we did with people like Samsung and Adidas, we started getting, you know, being paid attention to by bigger companies in the Caribbean. So we got around. You know, that's normally a bad thing, but we get around and it's turned out to be a really good thing. So what started out as trade marketing, then as of fmcg, clientele started requesting more and more information on their customer behavior, customer expectations and the market as a whole. We added market research capabilities so we could then capture some information that can feed them the basic benchmark information that they need to make some better strategic decisions. As our outsourced teams grew, we needed to do more training and development. So we added a recruitment and training and C suite executive coaching capabilities as well through our sister company, yes Careers. So that then positioned us to not only meet the needs of getting people trained and developed and then outsourced, but also to meet their needs strategically with information and feedback from customers and the industry and then getting their products on shelves so they can improve their turnover and their revenue.

Nice. That's a really, I mean, it's a really valued and important resource that you've got there. And that's actually one of the things I want to pivot into because, you know, we've got a. I think most of the listeners of the podcast have got a pretty good understanding of how the American market works and perhaps European markets, but you're in this unique position of being in a pretty small country. I think Trinidad is about one and a half million.

One point three. Pretty close. Yeah. One point three million, yeah.

And you know, so it's a microcosm of all of the sort of the western markets, but in a very small and geographically compact place. Can you characterize the market of your local market a little bit and compare and contrast how it differs to say the US or the European market?

Oh, gladly. Well, you know, there's some profiles that work in that we are a very laid back culture, there's a lot of alcohol served. Those stereotypes do exist. However, one of the strengths that we have as a region, not just as a country in Trinidad and Tobago is we have a lot of very well educated, a lot of talent here, people who've been educated in Europe, in the us, a few in Asia, but mostly Europe and the US and of course the Caribbean and a lot of the tech fields, engineering and a lot of the, you know, the basics accounting and economics and those types of things and agricultural science. So we have a lot of talent here. But what we lack is information to take our, our capabilities, our potential to the next level. So it's, it's been, it's been a challenge for many Caribbean countries to, to, to really expand. Say if, if tourism is their thing or oil, like that's our thing, we, we're blessed with some oil and natural gas. So those tend to be the leading things that impact our economy. But we're struggling to take things to the next level because we're not bent towards seeking or capturing data or data as we like to say. And as a result it kind of stymies our ability to make reliable projections or even sustainable growth. And so you find that the largest companies, some of them of our clients like Ansel, Macau, which includes people like Carib and of course the Coca Cola's of the world. I believe Coca Cola is already a customer gauge client. They're the ones who have the means to invest in getting knowledge when they don't understand what needs to be to be done. But there's a huge, huge gap in that size of company to, to the many small and medium sized companies that are growing but are being stymied because they lack feedback, they lack information and they need some additional strategic layers to enhance what they're already doing well and we can identify that customer experience is that strategy. We were one of the first companies to be certified in NPS about nine years ago, but the region wasn't ready. You talk NPS and retention and they're in headlights. And because it's a risk averse type of culture, both Trinidad and the rest of the region being first to market and doing things that are strategic tends to not go very well. So my job was, when I came on board was to repackage the way site that was presented to the region. And particularly I took it upon myself to really own that customer experience space and try to understand why what it would take for the Caribbean C suite to listen and then be sparked into urgent action on customer experience information. And so that's what we've been doing for the past two years.

Good story. I mean it is also quite surprising I think for listeners to really understand what a high GDP and just how wealthy Trinidad and Tobago is. It's really, it's a, really an interesting, you know, market because it's got all the technologies and, and yet what I'm hearing from you, Roger, is that there's almost, and I'm paraphrasing this, but there's almost an unwillingness to go for the, the data because people think they know their customers. It's a, it's a, it's a relationship time.

Yes, yes, it's definitely a relationship type culture. But we're right at that point where those who believe I know everything about my customer, they're dying out. We still have three people who own large companies who've been there 50, 60 years, who tell their people, we don't need to do research, we should know our customer. But the customers change in 50 years. And so the people who are coming into leadership now are demanding more information. And their teams, they kind of recycle the same things. But customer experience has kind of been ignored because it's not been a part of our culture. It's not been as old as customer experiences. Starting out in 2003, it's only been a couple years when a conversation is being had about customer experience in Trinidad and Tobago.

Wow.

And maybe three years in the region.

I mean, I know that through experience that with some telcos in the region that. So there's been quite a lot of work. Years ago, we were with a company called Line Telecom in Caribbean and it was like they were very, very convinced about customer experience. Of course, that's at the B2C level.

Right.

So when it comes to the B2B experience, really what you're saying is that there's some work to be done, Lots.

Of work to be done. And that's why I saw this, or I should say we saw this as an opportunity, a huge challenge, of course, because we're turning the Titanic. But we see it as an opportunity because quite frankly, we are the best position to meet most of our customers. Pain points at the beginning stages of understanding customer experience. And then what I see as our opportunity is once we get them to the point of some measure of self independence in building their customer experience team or department, we can then hand them off to, you know, when they need to scale to a customer gauge or somebody like that who can automate and really scale their efforts.

Yeah.

This episode of the Account Experience podcast is sponsored by CustomerGage, the leading B2B experience software that ties revenue to your experience data in real time to help you make better account centric decisions that drive revenue growth. Quick question. What do you guys think is the number one reason B2B experience programs fail? Believe it or not, it's lack of C Suite buy in and in CustomerGage's research with MIT, they found the quickest way to align yourselves with the C suite is to actually align with what they care about most, which is revenue. That's why CustomerGage is literally built from the ground up to maximize and track the revenue contribution from your experience program in real time. Companies like dhl, Anheuser Busch, Heineken, uh, yeah, we get a good amount of Free Bear OneLogin, Iron Mountain, HR Block, SuperOffice and SugarCRM are already using Customer Gauge to maximize their growth by tying their programs to revenue. And with over $10 billion worth of account revenue actively being managed and Customer Gauge, yeah, that's billion with a B. They're by far the leaders in B2B for this type of thing. But maybe even more interesting, we found that once you get alignment with that C suite, the needs of these B2B practitioners or the program champions are evolving too. In such a complex account environment, it can be really tough to measure and act on feedback quickly across multiple departments, divisions, or even locations. Luckily, Customer Gave has you covered there as well with account native features that easily help you not only measure the feedback for multiple stakeholders in an account, but act on that feedback in real time. Because at the end of the day, if you're not empowering your frontline staff with the right insights to address customer issues, you're going to be dealing with a churn issue. It's not a matter of if, it's really a matter of when. Customer Gauge helps you distribute this experience data across your entire organization, regardless of department, regardless of location, regardless of division, all in real time. No manual spreadsheets or a big team of analysts are needed. CustomerGage's goal is to help you create an entire company committed to best serving your accounts. And that's a powerful thing. If you want to see Customer Gauge in action, go ahead and check out CustomerGage.com and get a demo of account experience today. You won't regret it.

Are you able to talk about the connection between revenue and customer experience? Is that a fruitful discussion that you're able to have with some of your clients?

That's the only way I get into the room, Adam. So I'm glad you asked that because it all sounded so fluffy and yes, it's so nice to be nice to the customer. But the bottom line one of the things I learned from you and Shep, actually, Shep Hyken on the rocks is follow the money Pareto principle style. Who has the most impact, positive or negative. You need to know why, how, why, and then be a master at fixing it and rinse and repeat and then scale to the rest of your database. So, so getting into the room is about revenue. So I start out with helping them to, well, helping us to agree on their pain points that are tied to revenue and agreeing to some level of urgency to address that issue. Once I'm there, I can then show how their pain points can be solved by some basic NPS or customer experience strategies and without talking terms, you know, so before you know it, people are doing customer experience things without understanding. They've signed up for what's relatively new in the region. Slightly manipulative in the way it sounds, but it's necessary for people to listen and understand that we need, we, we have a lot to offer in Trinidad and in the Caribbean. And this, this is one of those things that's keeping us from, from hitting our potential. It really is.

Yeah, it's really interesting. Sounds like there should be almost like a, you know, a national force to do this.

That's. That's the big dream. Yeah. You saw it? Yes. That's it.

I know that you, you know, you're, you're working with some people to do that.

Yeah.

Why don't you? Is the concept of good customer experience different in the Caribbean than just to say it is in America? You've worked internationally and you're working with international clients. Is there are different things that make up a good experience?

Yes. Yes. In customer experience, we'd like to say no, but there's some nuances. Yes. Because we're a more laid back culture. Time is. The urgency is different for us than it is urgency in the region is different for us, for folks in Europe or in the us. So, for instance, I understand in terms of retail science, when a customer walks in, if they're not greeted within 30 seconds, they may spend up to 15% less than what they plan to spend. That's based on European or American standards. But you may have 45 to 50 seconds in the Caribbean where that becomes a thing, because people aren't used to being greeted when they go into a place, which is absolutely bananas to us and definitely to me, because I, I had the blessing of being exposed to the US way of doing things in my most formative working years.

Yeah.

But I couldn't fathom walking into a place not Being greeted or acknowledged, even with a head nod or something in the us I couldn't fathom that. But that happens on a day you can walk, you can spend 5, 10 minutes in a place and not be acknowledged in the Caribbean, in Trinidad for sure, you know, which is really, really weird. So, so, yes, so there are some slight differences. So how we may perceive a 7 or 8 NPS score or 9 or 10. Nines and tens are hard to come by.

Yeah.

Because we look at 80% as a big deal. You know, eight as a big deal. Yeah. So, so but when we give them a chance to add in their follow up question to the ultimate question, the NPS question, we can then narrow in to how they really define their zeros to fives or zeros to sixes, rather their sevens, eights and their nines and tens. So then we can find out. Oh, that's what it will take to get a 10. Okay then great. I can, I can help my team do that.

Right.

You know, so that's, that's where we're different. Just, just in some definitions and definitely in time. But the expectations have, have collapsed significantly because of the global exposure through TV and media. That's right, social media. So now people are expecting things to be delivered on time and to be acknowledged.

I'm going to drill into that a little bit more. If I say I think this is fascinating. I love to hear about cultural differences.

Yeah.

And you gave a very good B2C example of sort of wandering into a store and that's. But you know, you are very much in the B2B world as well.

Yes.

Does the same stereotypes the same that it takes a long time or is it, is the B2B world significantly different?

The B2B world is relatively the same. Because I spend time in C suite. In my experience here, I know the expectations are higher.

Yeah.

But the execution on those expectations are still too slow for the needs of the C suite.

Got you. The urgency is still an issue.

Is still an issue. Yeah.

But I'm just going to put it out there on the positive side. I mean, you know, one thing not to be noticed, but once you have a connection with somebody, is that usually deeper. Does trust go further when you really have a strong connection?

Yes.

Yeah.

Much like doing business in the Asian east cultures, trust is something that must happen before a check is signed or even before business is discussed.

Right.

So, you know, some cultures are different. You know, in the US culture, you can be bold kicking the door and say, here's what I'm going to sell you. And here's what you're going to buy. Yeah. And somebody may actually listen. That's not going to happen in Japan or China. There's a whole process of building relationship and trust before you talk business.

And it's a small island, so there's many connections I'm guessing that you've got. You don't upset somebody in case you know.

And that. Yeah. That's very good. Adam. You're very, very spot on with that. Everything and everyone is connected.

Yeah.

So if you. If you step on the wrong toe in San Fernando. Yeah. They can feel the pain in Port of Spain. And that's. That's 20 miles away. Because this connection.

And I think it probably gets to the root perhaps of some. Some resistance to saying, where do you want to measure my relationship? I already know. You know, it's like we're already. But I think that. And I'm just going to put something out there, see what you think of this. I think one of the things I love about Net Promoter is that it's that closing the loop aspect that, you know, we. Because we all screw up. We're human, Right.

Yes.

Oh, if we forgot to deliver it to you or something went wrong.

Yes.

What I think Net Promoter doesn't use. Right. It's that way of repairing that relationship. And that's when Absolutely. Can deepen. That's my personal take on it.

And I agree 100%, maybe even a thousand percent. The challenges for companies. And I'm familiar with companies from personal experience and from colleagues who've tried to initiate nps when it became sexy three. Five years ago.

Yeah.

Was that. It was a box checker. It really wasn't.

Yeah.

Understood for its value. So people would do it. And when feedback came back negative, it wasn't. It wasn't shared and it wasn't addressed. People were afraid of the truth almost in some cases. And so we're now at the point where we're getting out of that and wanting more information. And so that helps. Yeah.

I think also you'll be familiar probably with Fred Reichel's new book, Winning on Purpose, one of my favorites for the moment. And he talks a lot about the earned growth and referrals. And again, I'm. The referrals again in a small community I think are super important. You've got to. So I think that might be the direction that you could really expand Net promotion.

And it's almost as though you're in my head, Adam. You've been going through my diary or something. I think you're spying on me because that's exactly the opportunity at its most basic level. If we get this 30% right, Adam, we'll improve our retention and we'll improve our referrals, which both directly affect positive revenue. So that's the sell right now. It's where it touches revenue in the easiest steps for now, where we are. And then when we get comfortable, we can start interacting with the big dogs like Customer Gauge, who are global solution providers.

It sounds like you've got your plan and strategy all sorted out for your clients as well, right?

Yeah, yeah, yeah, yeah.

Why don't you get, Roger, you've been doing this for some time. If, if, if somebody were to come to Trinidad and Tobago and set up shop, what are the tips that you would give them to succeed in business?

Ah, wow, that's a good one. Thanks for making me think there, Adam. I would say firstly and most critically is understanding our buying culture. And I say buying culture in the sense of not literal spending, but how we buy into an idea, concept or change. When you understand that it helps you, for want of a better term, when you understand that customer journey, then it will allow you the opportunity to, to target the right triggers to get the outcomes that you want. So I'll give you an example. Uber was here for probably two or three years, if I'm not mistaken. When I got here, when I came back home to take care of my sick dad in 2013, I believe Uber was, was just in town or came in soon after. And then they were kind of pushed out about three or four, three years ago. But they were pushed out because what happened after they were pushed out? Within a year, there were three other companies that are locally owned offering the same solution. Right. So the lesson there is, if you want to bring something innovative to the region, it's something that it's expected that the gains are shared. So someone local should be sharing in the success of your innovative idea.

Yeah.

Else you will be a target to be blocked, stymied, or even pushed out if there's grounds for that. Now that's just a simple example. And the solutions they have work really well and very, very much in alignment with what Uber. Uber will do. So you don't miss anything if you've had Uber. Yeah, but that's, that's, that's a key thing. So. So having the right partnerships is key to success for a new company entering the market. Whether that partnership be strategic, whether that partnership be licensing, whether that partnership just be over drinks. But there must be A relationship with influencers in. In the marketplace.

Yeah.

For things to go well or for things to go smoother and faster.

Right. Okay. And this is your connection to urgency. So if you.

Yes.

If you know how to get things done, you can speed things up. Right.

Correct. Absolutely correct. You've got it. You've got it. So. So it behooves anyone international. So for instance, when Samsung, not when BlackBerry wanted to enter the Caribbean region, they came through site up. We did their promotions, we did their launches, we did their merchandising in their stores and so on and so forth. Because they decided to use a local provider who had access into the marketplace that they don't have to worry about finding their way into different retailers and so on and so forth as much. You know, people are excited to have the big international brands, but somebody has to know the person who's doing the execution. Let's say that. But we are thirsty to grow and we have a lot to offer in Trinidad and Tobago as well as the region. And we just need a little tweak to some of our strategies so that we can get a little closer to where the US and Europe is, to be quite frank.

Yeah.

Nice. But we're eager.

Okay. So I got. I gotta. Let me just get this right. So you said that partnerships is really important.

Yeah.

And understanding the buying culture. And I'm just going to go over that because again, I'm coming back to what listening to you and really thinking about some of the challenges of operating. Again, it's small. Small region or wealthy know each other, but it's like it to me. That sounds like sometimes the problems that other larger companies face in other areas if they're tackling like a city or something like that, when you use the example of Uber coming in and not working because it doesn't feel like there's something in it for everybody. I think that that's some really good lessons for us to remember in other parts of the world. But where we think about community. I love that thought that you've triggered because I think it's really important especially to, you know, CPG companies.

Yeah.

Coming with the big brand. But you've got to somehow make it connect with everybody local.

And part of it comes from our political history too. Adam. I won't spend much time on this, but because. Because resources have traditionally been taken out by foreigners who were here before we were independent and a republic, there's a huge sensitivity towards that happening. Can imagine in the next generation. And you see a lot of that, for instance In Guyana, the newly oil rich Guyana, they're putting in policies in place to make sure that the mix of ownership and participation is local and international because without that they'll get shafted like we did or like Jamaica did or like other countries across the world did. So yeah, so that's one of the reasons for that sensitivity. But we're eager to grow and we know we have something awesome and unique to offer. Yeah, you've got, when you, when you.

Intellectual powerhouse that you've got. So thinking about the go going forward for the future, how do you, I mean apart from the macroeconomic climate that we've got at the moment, you know, how do you see the economy evolving in your. In Trinidad and Tobago in the next 10 years?

Let's say I see more of a movement towards more current innovative pathways to adding revenue. We've been an oil country for the last 60 years when we just, you know, we've been an oil country since then and liquid natural gas for probably the last 30 or 30 years or so. But I see us paying a lot more attention to things like customer experience in our tourism because tourism is now, now being taken seriously. We've talked this a lot for the last 35 years or so but a new team has been put in place in charge of taking things in a new direction. And I'm really confident in this team, young sharp minds who know where things are in Europe and the US and the expectations and since that's the money we're trying to attract where we need to be service wise at service levels to attract and retain that type of customer. So that I'm excited about that. I also see more small startups for data capture type biometrics and biomedical engineering. Those things are less than 20 years old in Trinidad. You know, where people are requesting and expecting to have data that they can use to make decisions. That's becoming more of a trend. And part of it is because of the noise companies like Site up make and part of it is because of the, the age group and exposure of those who are leaders now.

Yeah.

You know, asking for that information. So the timing I like. I'm holding my table because I'm excited because I see opportunity and I know what it means for companies like us that can pivot very quickly.

But I'm just going to try and bring the strings of this conversation together. I think it's really interesting to hear the learnings of where you've come from personally but also representing the region and I think I'm also most excited about that. This is a region that is, that is wealthy and has mineral resources which are going to be very much needed in the next few years. So the future looks pretty bright. And yet as you say, the challenge is, is to move people into the, to move the whole country, maybe into the whole customer experience realm because that's going to help tourism and attracting other businesses.

Yeah, it's going to help every industry.

I think what's really interesting, Roger is, you know, whether or not you know this, I mean, but I think you're sort of an ambassador for the country, for, for customer experience.

I like that, I like, I like that.

I mean everything, every movement needs a lightning rod. So if, if there are like minded people in the region that would like to come along and join your movement, how can they get best get in touch with you, Roger?

Well, they can seek me at Site up limited on we're online and as you can see here, C I t e u p.com wearing the brand, you know, it's Roger nicholasiteup.com right, roger.nicholas@siteup.com and you can find me on LinkedIn as well. Both SiteUp and myself, we post a lot and we're posting a lot more. And one of the things in terms of tactics that we're looking to do is expand the number of channels that makes our region aware of the benefits of layering customer experience on top of your current strategy and how much impact it has on revenue and employee engagement and retention.

Yeah, there is so much to give there, isn't there?

Yeah. So lots of work to do. Excited to be the one doing it and looking like you said, for some partners like Robin Hood so that we can change the world.

Oh man, I'm loving it. Let's hope that we can be on that journey with you. But I'm going to watch and let's see where we are in a year or so. Roger, you know.

Yeah, yeah, yeah.

It's going to, it's going to happen.

Yeah.

Customer experience is where it's at.

I believe, I believe in that wholeheartedly. I, I was in the US during the financial crisis. I took advantage of it. I got a much, much bigger home that I was supposed to afford because it was on sale. Yeah. Back in 2008. Nine. And I saw companies like Apple and Southwest emerge from the quagmire of that financial crisis to become really excellent at delivering the best, the optimum customer journey. And it led to revenue, revenue growth and separation from the competitors. So I know it works. I've seen it happen. From the ground up. And I know if we just get it like a third right in the Caribbean, I know we can do a lot of damage.

Fantastic. Roger, thank you so much for being on the Account Experience podcast today.

Glad to be here.

And let's. Let's see what we can do to build your movement out. Take care.

All right. Thank you. Thank you very much, Adam. Take care. God bless.