Walmart Connect’s Ryan Mayward on Retail Media, CTV & AI Personalization

We're here live at the POSSIBLE conference in Miami, and today we're thrilled to welcome Ryan Mayward, the SVP of Sales at Walmart Connect. Ryan is driving the future of retail media, leveraging Walmart's massive consumer insights and innovative technology to help brands connect with customers in meaningful ways. Ryan, so great to see you today.

Thanks for having me. I'm delighted to be here.

Absolutely. So how is the retail landscape for Walmart? Evolved over time to the point now where you can actually offer this retail media network as sort of an added benefit to the merchants?

Yeah, well, Walmart Connect has a dense history that's unfolded over a relatively short period of time. Okay. I would say Walmart Connect was founded, call it 5 years ago, end of 2019, beginning of 2020. Of course, Walmart, through various partnerships, had been selling ads on walmart.com before that. Yeah. But the company decided to bring that capability in-house, build an advertising business in-house with their own product and tech teams. And I joined a couple of years ago, but in the, in the several years before I got there, the first ad product that they built from the ground up from scratch with Walmart engineering talent was their paid search platform to enable brands to, you know, arrange the digital shelf. And it started off as a managed service offering, but you know, now it's a contemporary high-performing search platform powered by programmatic APIs. Yeah, yeah. An auction-based CPC paid search offering. And then from there, built out display and video ad units within the Walmart Shopping app. So, you know, we can drive brand discovery, close the sale with search, and lots of other rich experiences, things like brand shops where a brand can present their assortment to our customers in in their own way, use their own brand imagery, their own voice.

Just powered by Walmart.

Yeah, exactly. And then the area that's grown a lot over the last 2 or 3 years has been advertising outside the Walmart environment. Sure. So we set up the Walmart DSP several years ago in partnership with The Trade Desk. That paved the way for us to get into CTV. We partnered with Paramount+ and NBCUniversal and Disney, started applying Walmart audiences to their CTV inventory and measuring sales outcomes. Did something similar in parallel with the major social platforms, with Meta and TikTok and Pinterest. And then of course, through the DSP, we also access open web inventory when consumers are just, you know, checking out the news, the weather. We're able to also address shopper-based audiences on that inventory and measure sales outcomes. And then more recently, we have been experimenting with ad products or ad formats in stores, mainly focused on screens. Right. And so, you know, we've had, say, the TV wall for a long time, and we have had experimented with advertising there for a while, but lots of new screens popping up, particularly in new and remodeled Walmart Supercenters. Yeah. So lots going on. I think we have a lot of touchpoints to offer brands, and all this has come to fruition in the last 5 years.

Yeah. So for the audience that maybe isn't in this specific industry, the way I interpret what you just said is that Walmart has a lot of first-party data. Right? You're selling to millions and millions of customers, and you understand on an anonymized basis what those customers buy. And then you can reach those customers in a variety of different places, obviously in your first-party channels like your website and in-store, but as well as various places around the web like social platforms, as well as on TV. So you— your ability to capture this first-party data allows you to give your merchants really a whole different level of targeting to reach the consumers that matter most.

Yeah, our suppliers, the brands that we sell in our stores. And yeah, I think an important point you made that I wasn't explicit about is underpinning all of these channels and formats is our first-party data set. Sure. Which enables us to target customers based on their purchase behavior across all of our retail departments, the daily, or rather the weekly grocery shopping trip, consumables purchasing, fashion, general merchandise, all these different categories, and then measure what happens as they move from awareness to consideration to purchase the product.

The whole attribution funnel.

Yeah, all closed loop.

Yeah, exactly. And for the brands that are working with you, what are some of the creative types of activations that are working? Is it all discount or promotion based? Is it top of the funnel? What are you seeing really gain traction?

Yeah, I think that we like to talk about campaigns through the lens of touchpoints. I think the last 10 or so years, we've become increasingly uncomfortable talking about campaigns or big programs of brands through the funnel language. We know as e-commerce has grown that the customer journey is not this linear, orderly thing, right? It's condensed, it's asymmetrical, and a customer's phase, or rather their journey from becoming aware of a brand, discovering a brand, and thinking about it, researching it, and buying it, it's a fluid system or a fluid process that unfolds very quickly.

And so it varies by category, I would imagine.

Exactly. Whether it's a lower consideration, you know, food item that you buy every week to an expensive TV that you buy once every 4 or 5 years. Exactly. And so what we've learned as we've developed all of these touchpoints, that the more that you add to a program, the more product a brand will sell. So what do I mean by that? You will sell a lot of stuff if you invest in search ads. When you add in video and display in the shopping app, you're gonna sell more stuff. When you layer in the offsite media, whether it's open web, social, CTV, you're gonna sell even more stuff. And the trick to it all is having a consistent, well-defined audience that represents the customers that you need to win in order to achieve your goals, and then using the same dataset to get at the measurement component. Did you solve your business problem of ending, you know, or reducing customer attrition, or winning new-to-brand customers, Or winning customers that are new to Walmart. We've been public about a lot of higher-income customers coming into Walmart through grocery delivery. Whatever your goal is, we can measure it through the data that we have that underpins all of these touchpoints. So, I think it's more productive to talk about big programs like that as a collection of touchpoints, audiences, and measurement. And then the creative assets that come into play are entirely dependent on what sort of message the brand wants to deliver. It could be about a new product launch, some limited time offer, some innovation product that they're bringing to market. It could be savings-oriented, although that's usually not the message given our approach to everyday low prices.

Right.

We're not a high-low retailer. And so, you know, pricing messaging is not the core of it. Instead, it's about the value prop to the customer. What does the brand want to convey in that regard? And they have had at Walmart Connect richer and richer opportunities to do that. Through video, through TV ads, through social experiences, and all the other formats that we offer.

Yeah, it's interesting to hear you talk about CTV as one of your mediums because television for so long was just like monolithic 18 to 49 demographic. And now increasingly you're hearing at conferences like CES the ability to really be able to make that an addressable medium and target people on very specific sort of air type attributes. And to see you layering that on for advertisers is really interesting. And frankly, it's something I haven't thought of. Is that really gaining a lot of traction? And how much are advertisers shifting their overall spend from mass broadcast to CTV powered by companies like Walmart?

Yeah, well, I think CTV is, you know, it's growing quickly as brands are following customers. Yeah.

Customers cutting the cord.

Yeah, exactly. Cutting the cord, seeking out CTV opportunities that are increasingly, as the cost of all these different subscriptions starts to pile up, they're increasingly opting for, you know, an ad-supported package. And so that gives us a lot of opportunity, and we are making CTV work harder for brands by addressing TV ads based on shopping behaviors and then measuring what happens next. I think that the measurement question is particularly interesting. The question is, what does CTV do, right? Like, historically, you would look at TV as, as you described, it's this monolithic thing. It It drives reach, it drives frequency, it drives mindshare awareness about your products, but it does more than that, but it's been hard to quantify those things over the years.

The famous John Wanamaker quote, right?

Right, which half are you wasting? I don't know. But now I think one of the areas where I think retail media can help in particular is shining a light on what happens in the middle of that purchase journey or the customer journey, which we've characterized as consideration. How do you quantify considerations? And for us, once you see the ad, you may not immediately go to our search page and like, you know, hit the plus sign next to the item and add it to your basket. You might go to an item detail page. You might go to the brand's brand shop in the app. You might read customer reviews. These are the things that are leading indicators of sales. Yeah. And I think we can optimize to those things for formats like TV to make— to show the value before the purchase actually happens, especially in an environment where there isn't an immediate call to action, an immediate opportunity to add something to your basket. Although, there is a lot of demand for that too. We get asked about shoppable TV every day practically.

Yeah, I'm sure. I still don't understand why somebody's watching a TV show, they can't say, "Oh, where's that couch from? I want to buy it." I feel like that's going to be here before you know it because that's how people are learning about stuff.

It's showing up.

Yeah, I'm sure. So one area, obviously AI is a big topic here at POSSIBLE Conference as well as every other conference here in 2025. And one of the main ways I think AI is gonna be able to unlock the power of frankly what companies like yours are doing is through hyper-personalization where not— because you have all this first-party data and now you can serve things that are directly relevant to that individual. What type of work are you guys doing in that regard to kind of unlock creative personalization at scale for your advertisers?

Yeah, well, I think personalization is an interesting topic in the sense that it consists of 3 things, 2 of which we have a good handle on. It's the audience, who are you addressing and what do you know about them? It's the context, what's the environment in which they're in, or at least the environment in which you're gonna deliver the ad? And then there is the creative message itself. As it pertains to the first one, we obviously know a lot about our customers and what they like to purchase over time. So that helps us decide what's the right message to show to that customer. We're only going to show messages to them for which they have some high propensity to take an action, some product they're going to— they're likely to buy. In terms of the context, when they're in the Walmart Shopping app, we know the context. We know whether they're on a page relevant to food, they're building a grocery basket. Um, when they're outside of our environment, we can rely on the publisher or the tech partner to, to convey the context to us. We may not know it ourselves, but they can tell us what it is. So that's solvable. Um, the thing that we, uh, do not, um, own or completely control is the creative asset, right? That's where the brand participates. It's their responsibility to bring forward, uh, assets to use to show their brand message to the customer.. And I think that historically things like dynamic creative optimization have been complicated. Yeah, expensive, hard to do, better in theory than execution, limited scale. And this is where AI has, I think, tremendous opportunity to unlock the value of creative. I think that's sort of the next frontier in retail media is since we've sort of mastered the first two components, how do we use AI tools to enable and unlock the value in more personalized creative. And we are working on the tooling for that. No big announcements to share today, but I think that it'll be a combination of, you know, third-party technology as well as stuff that we build in-house and then brands' readiness to embrace it. Yeah. And to build creative AI-enabled tools into their workflows. And I know that— and we're hearing from big brands that they're getting better and better at that. Tested them out last year. They're rolling them out and scaling them this year and would expect them to be making a serious impact next year.

Yeah, I mean, the technology is here now. Somebody who, who's built hyper-personalized, uh, tools and AI, you can easily create websites that are completely dynamic based upon the person. You can now create videos that are based upon the person's interest. I think 3, 4 years from now, if I watch a TV show and you do it —what's in it will be different based upon what we like. It could even be products that are featured in it, and that's the world that we're heading towards so quickly. Yeah, absolutely.

I think with our existing targeting and segmentation capabilities, we can decide what sort of product you should see in the ad, but making that creative asset dynamic and tweaking it just enough so that it feels different and more tailored to you, and then doing the same for me, like, that is the next unlock. That's the hard part. But I think it's about to get a lot more, a lot easier. 100%.

It's getting more easy and it's getting easier every day. It's like, well, you probably hear in AI is like, today's the worst it'll ever be. Yeah. There's still a lot of people that think if you create a video of a person, they're gonna have 7 fingers. That might have been true 7 months ago, but now it's really lifelike and who knows where it's gonna be 7 months from now. And that's how quickly this is all evolving. Yeah. Yeah. What are you seeing in terms of the consumer? I know that, you know, Walmart and the other— you know, contemporaries in the retail space have seen softness from the consumer based upon a variety of different factors that we're seeing in the macro. Is there anything you're seeing in terms of buyer habits that are interesting and worth noting?

Yeah, I think that in an environment like this, Walmart tends to do well. Yeah, I think that's the fortunate thing about Walmart. We do well when the economy is doing well, and we do well when the economy is not doing well. Yeah, because we're able to deliver everyday low prices to customers, and our mission is to save them money so that they can live better. So, you know, we're feeling good about our opportunity ahead. Um, I— we're really excited about a couple things. One, our grocery business. You know, the thing that COVID did was it made online grocery a permanent part of—

and it used to be just the car. You probably saw it firsthand there too. Yeah, absolutely. And that—

and before COVID you know, it was a niche thing. It was kind of expensive. It was in dense urban areas where there was a clear need. Yeah. Uh, but now, you know, people in the burbs, um, love ordering their groceries online and having them delivered. It's a huge, huge huge time saver. And so we remain super excited about that business. You know, deliveries overtaken pickup, which is exciting. Growth of things like Walmart+ has enabled that. And I also am excited about our Marketplace business. The last few years, we have built out a platform for third-party sellers to come onto Walmart and make their products available using our retail tools. Uh, and that's dramatically expanded, um, our assortment, particularly in, uh, general merchandise. So the, the marketplace, um, has been growing rapidly the last couple of years, and that has presented, uh, a large new advertising opportunity for us. Uh, it's introduced us to tens of thousands of net new advertisers who want to use search to bring their products to the forefront and show them to customers and drive sales. So those two areas, I mean, there's lots of bright spots across the Walmart retail business, but those two in particular are exciting to me.

Absolutely. So your job is obviously to help drive growth for Walmart Connect, and obviously you're working with customers both, I would imagine, on the brand and agency side. Yeah. In terms of your ability to capture their mindshare and their attention at a conference like this and day in, day out work, what works for you in terms of being a value partner and engaging with those people that you want to reach?

Yeah, I think part of what's unique about our business is our ability to identify the right business problem to solve for a brand. You've probably heard about a data platform that we have called Scintilla. It used to be called Luminate. It's a subscription-based product and it does a few things. It helps brands understand customer behavior of their products. What are they buying? What are they buying? And as well, are they— is the brand winning new customers? Do they have a customer retention challenge? What sort of category share, household penetration do they have? You learn all of that. You learn about channel performance, how much product are you selling in our stores, online for pickup and delivery, ship to home. And then we have this panel that you can use to access Walmart customers and get their ideas or their sentiment around innovation, package design, and other things. And brands use that directly to learn about their Walmart business and optimize it. We at Walmart Connect also use all that data to help brands understand what is the next opportunity for them. How can they keep growing?

Right, uncovering new insights key to their business.

Yeah, exactly. And I think that that's just an incredibly powerful thing to be able to do, to say this brand has a challenge with customers switching to a competitive brand or leaving the category entirely. Here are the tactics that are tailored to do that. So we're really excited about being able to use this vast omnichannel retail data set to put to work for brands and solving their problems. It makes us more of a consultant, right, than a media sales organization.

Yeah, ultimately it's about adding value, right? Because no matter who you want to talk to, there's probably several dozen other people that also want to talk to that person. Yeah. And despite the fact that you have a powerful name, I'm sure it doesn't hurt. Obviously you want to also deliver that value. And it sounds like with the Trevor treasure trove of data you have and your ability to glean insights from that,— and makes it worthwhile for someone to pick up the phone and talk to you.

Yeah, and who benefits? At first, it's the sales and shopper marketing organization inside the brand that's focused on Walmart. Yeah. But there are rich insights there that can inform what the CMO is doing.

Yeah. Advertising strategies.

Creative development, all of that, as well as the GMs running the brand who want to understand how the data can not only solve marketing problems for them, but also inform their supply chain decisions and help them optimize their businesses to win. And future innovation as well, I'm sure. Yeah, so it opens a lot of doors. It gets us into all the different corners of the client's organization to help them understand where their pain points are and what we can do to help.

You know, it's interesting the trend that we're seeing because Walmart in the past was the advertiser versus the advertisee, if you will. Yeah. And you know, Walmart's not the only one. You know, you have PayPal rolling out their own media network, Chase Bank is rolling. So it seems like there's more and more companies that are also trying to sell versus buy. And obviously for the advertiser, it can be confusing. Interesting, but it also makes me think, like, is this the new media company, right? Because the traditional media companies don't necessarily have the first-party data, certainly don't have shopper data like you have. Like, where do you see this all going in terms of the— I guess the, the, this crossroads we seem to be at?

I think it comes down to who has the most valuable data. Yeah, you do not have to— that's the moat, right? Media owner, right? Uh, the media platforms are happy to partner with you to help them better monetize their inventory.. And that's what we've found firsthand. We have stores. There's the one on your phone in your pocket, and then there are 4,600+ physical stores. We don't run a social network. We are not a broadcaster. But we're there, and we're there because we have incredibly valuable data that's helping solve problems that our advertisers have. And our advertisers are shared with those other media companies, and we want to come together to solve problems for them. Makes us both more valuable.

Absolutely. Yeah. I mean, the space just has evolved so quickly that, you know, somebody in marketing right now, really, it's not just about— you look at, if you watch Mad Men, right? Yeah. And the way they thought about advertising, and you fast forward the discussion we're having today, it shows just how much things have evolved and how much science and technology has really entered the fray to be an effective marketer.

Absolutely. Yeah. Yeah. You can't do my job and crack open a bottle of Canadian whiskey at noon, you know? Yeah. Like, uh, all we're doing is we're doing math and we are picking the right, you know, audience segmentation and we're running, you know, programmatic ad platforms and the sort of, you know, the math men, I guess, have won over Madison Avenue since that show.

It seems, seems that way. So I was on CNBC like probably 5 or 6 years ago saying that Netflix should buy a company that makes TVs because ultimately whoever owns the last mile in technology could kind of control the user interface, maybe even have the remote, etc. And now they're not at risk anymore from another company doing it. Because if Netflix is relying upon Samsung to distribute, what if Samsung cuts a deal with Hulu, right? And then I saw Walmart acquire Vizio, which I thought was such a brilliant acquisition for that reason. Where does Vizio fit in the overall strategy in terms of having physical, low-price, very accessible and really high quality, I believe, because I own a couple of them, devices in the home?

Yeah, we're really excited about that partnership. The fortunate thing is for a couple of years before the deal closed last December, we learned a lot about CTV, you know, through our partnerships with the broadcasters and accessing their inventory through the DSP. So we were able to learn how to talk CTV to our clients. We were able to figure out what does CTV do to drive solutions for brands? Is it sort of the middle funnel solution? Is it a sales driver? Is it about winning net new customers? Is it about driving branded search on Walmart? We're learning all those things and packaging up CTV as a solution. And now we're ready because we have a lot more CTV inventory available to us. And our first beta with Vizio just came out a couple weeks ago. We took it to agencies and it is what you would think it is. It's the opportunity to use Walmart audiences on all of Vizio's inventory. They have great inventory. Most of their hours are driven by Their ad-supported hours are driven by Watch Free+, their free ad-supported streaming channel. Yeah. And so we'll be able to identify Walmart customers in there, show them tailored ads, measure sales outcomes, as well as do that across the ad-supported apps on their platform. So we're excited to bring them a lot more demand, leverage their inventory, and deliver results for customers, our mutual clients. Brands are asking us about all kinds of stuff about what's in the hopper, what's next. Everybody wants more shoppable formats. We'll have more to talk about that in the future. But, you know, the deal just closed 4 months ago, but we're excited with the pace at which we're moving.

Yeah, I mean, what I would do if I were in charge of all Walmart is I would one day try to have Vizio be Walmart TV, give it away for free, the TV away for free to Walmart+ customers. And then the screensaver essentially becomes your out-of-home inventory that you have in stores. Like, it's just like you have a physical device. I think there's so much power in that. I'm shocked that Netflix, Apple, companies did not roll a device because I understand the margins are razor thin, but it becomes a loss leader and it allows you to really have that device in the home, which controls the eyeballs where people are shopping, especially for products that they end up buying at Walmart.

Yeah, well, I mean, everybody who buys a TV expects to see ads on it, right? The fortunate thing, and what you just said, is as a Vizio customer is they make an awesome TV that people are willing to pay for. So, you know, it's just a great business to add to Walmart for a lot of reasons. And the advertising piece in particular is exciting to us.

Yeah. And it just sort of exemplifies where the value has changed in the overall ecosystem because the value used to be in the hardware. Yeah. But then, you know, as manufacturing became much more commoditized, those margins got shrunk and now the value is clearly in the data. Yeah. So that's what you're— we're even seeing Apple, their biggest growth area is in services, which is essentially in data. Yeah. And, but hardware is still very powerful because it's what the consumers touch and feel to interact with the data.

Yep. Yeah, it's a disruptive time in the TV space, but there's a lot of opportunity for new companies and we're one of those new companies.

Absolutely. So let's shift gears a little bit as we wrap up here just to you and your career, Ryan. I mean, you've been in sales for a while and you've worked at some of the best companies in the world, technology companies like Amazon, Instacart, now of course Walmart. Um, what are some of the things that you think you do particularly well that differentiates you from others that's kind of generated such success in your professional journey?

Well, one of the things that I've tried to do consistently is carve out time and, and create this as part of my routine, like have structured self-driven learning. You know, the business has changed so much over the last 25 years. Uh, I think that, um, as we were just talking about, uh, regarding, you know, AI tools and what they'll unlock in the coming years, They're going to make what we're doing this year look crude, Stone Age by comparison. I think that it's very easy to say after a while, "I'm an expert. I've been doing this a while. I'm pretty successful. I'll read that article tomorrow. I'm busy with work or I got to go home and do this thing with my family." I think when you get to that sort of stasis, that plateau, that can be career-ending.

You wouldn't know it today, but eventually you'd find that out.

You would. You would look back and you'd be like, "Oh, that's why I became irrelevant." I stopped learning. And so, it's critical to build it into your daily routine. It is part of your job to keep learning. And I think that's been one of the drivers of my success over the last, you know, 20 or so years.

And in that regard, for maybe some of the younger listeners here at the podcast, when you— obviously, I'm sure you work with a lot of great young talent as part of your organization. What is the common thread for young talent that you know will be this guy or gal is going to be really successful future in their career? What are the attributes that they possess?

Yeah, I would say entrepreneurial, thinking like a business owner, coming in and wanting to understand the broader context in which they're operating and in which they're learning. It's easy to come in and say, okay, here's my lane, here's my job, I'm going to put the blinders on and do that thing and wait around for a promotion. I think that the people who do the best and who show the most promise early on are the ones who— they don't have maybe a 5-year or 10-year career plan. They're not gunning for a specific role or a specific title, but they act like entrepreneurs and they want to just solve problems at the business. Drive impact. They're raising their hand saying, you know, what can I do next? Or volunteering, like, I uncovered this, you know, here's an insight I want to share with my colleagues, or here's a challenge that our team is running into. I want to solve it. Yeah, those are the people who have the most problems.

So true. So true. I think too many people you know, they'll walk by the proverbial empty bag of trash in the office every day, but it's not my job. Yeah, and I'll just step over it. And I think it's those people that really care about the business, not because doing that one thing will directly lead to a promotion, but because they really care and they want to drive impact. Yeah, over time, all those little acts end up to you being somebody who adds value and will be on the fast track and wherever you want to get to. Absolutely. Yeah, for sure. So it's been such a great chat. I just wondering, you know, we wrap up our podcast by asking our guests if there's a mantra or saying that's helped guide their professional journeys. Wayne, what might come to mind for you?

Well, I don't know if it's a mantra or saying, but there's, there's an idea, okay, I've tried to hang on to, uh, since I was a teenager, I guess. Um, and it kind of came to me as I watched two movies in particular that were influential on me. The first, uh, The Graduate, great Mike Nichols film, early Dustin Hoffman. And his character Benjamin Braddock, his central idea or central message from the movie to me was, I want to live a different life. I, you know, his parents and his parents' friends were portrayed by the movie as these sort of, you know, sort of empty people who are floating between the firm and the country club and the next cocktail party. And he was, as his parents were sort of pressuring him, like, it's time to find your girl, find your job, as they said to him, you could end up like us. Yeah, right. He was like, I do not want to be you. I want to do my own thing. I want to forge my own path, which you see him in sort of anti-hero moment at the end of the movie, do, as he rides off into the sunset in the bus with his girlfriend who he just whisked away from her other wedding. So I loved that message, like, do it on your own terms, live your own life. And in a different, more relevant context, that message came forward in, of course, Ferris Bueller's Day Off. You don't have to study that movie very hard to find the central theme because Matthew Broderick delivers it to you in a monologue at the end while he's laying in his bed. And talking about life being too short to live it on somebody else's terms and to do it your way. And so, I guess those ideas coalesce around this notion of taking the path less traveled. I wouldn't say I take the path untraveled. I mean, there's tall grass there. Somebody probably went before me. I'm not really sure what's down that path, but I'm probably going to get something new, learn something out of it, find a new opportunity. And taking that option versus the well-traveled one is— something that's served me really well over the years.

Yeah. And I think for younger people, their problem with doing that is impatience. They want the money now because they're on Instagram seeing everybody else, quote unquote, killing it. So instead of them doing what might feel best for them, they do end up living someone else's life and they do end up following that because they're chasing something where the people that really win in the end are the ones who do— they do walk through the tall grass, so to speak. They do.

And I think you find a lot of those people in our business, which makes it so satisfying for me. Absolutely.

Well, this has been a fantastic discussion. I want to thank you for taking time out of your busy schedule here at the POSPO Conference to chat with us today. Amazing insights. My pleasure. Thank you, Matt. Absolutely. On behalf of Suzy and the AdWee team, thanks again to Ryan Mayward. I'm gonna do it again. On behalf of Suzy and the AdWee team, thanks again to Ryan Mayward, SVP of Sales at Walmart Connect, for joining us today. I'm gonna do it one last time. On behalf of Suzy and the AdWee team, thanks again to Ryan Mayward, SVP of Sales at Walmart Connect, for joining us today. Be sure to subscribe, rate, and The Speed of Culture podcast on your favorite podcast platform. Till next time, see you soon, everyone. Take care. Hey!