Episode 317: What’s New on commonsku? A Sneak Peek with VP of Product Management, Charlie Moscoe

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Hi, friends. Bobby LeHew here, Chief Content Officer at Commscue. Hey, today we have a really special sneak peek episode featuring Charlie Mosco, our VP of Product Management. Now, whether you are an OG client, a new client, a supplier, or even just someone who's Commscue curious, today we'll unpack some exciting new developments coming up in June and for the remaining year. Plus, we're slowly rolling out the news community forum. So we'll talk with Charlie about what you can expect and we'll give you a glimpse into how we prioritize our application development as we take your amazing ideas and transform them into the platform. Charlie has over 10 years of experience in software development and product management. He holds a Bachelor of Knowledge Integration in Computer Science from the University of Waterloo. And honestly, he's brilliant at working with you, our customers, and making magic happen with our team. I love working with Charlie, and you'll soon see why. And real quick, did you hear about Harry Styles, how he dropped this epic pop-up shop in Austin, Texas? Or how about Breaking Bad's Bryan Cranston, whose new mezcal line features a killer merch collection, no pun intended, a collection that exists to give profit back to the community in Mexico that makes their famous mezcal. Well, these stories and more are featured in our bi-monthly newsletter called The Backpack. The Backpack is an emailed newsletter we send to you on the first and third Friday of each month. It features trends in merch, top articles and podcast episodes, and global news impacting merch life. This newsletter is a blast for us to put together, and we've had such rave reviews from teams who see it as a bi-monthly source of inspiration delivered right to their inbox. You can see examples from previous issues and subscribe at commonskew.com/backpack. Now here's my chat with Commskew's VP of Product Management, Charlie Mosca. Charlie, welcome to SkewCast.

So excited to be here. Thanks for having me, Bobby.

You know, I've only been wanting to do this ever since you started at Commskew, so I think this should be an annual thing, like bring Charlie aboard. Let's talk about what's happening with the platform, the exciting things coming up. But, but I'm really glad you're here.

Happy to do it and glad I have a solid year under my belt now so we can talk promo and comment and a bunch of great stuff.

That's right. So tell everyone about your role and what you do.

So I'm the Vice President of Product here at Commonsku. So I run our product management and product design teams. My teams are responsible for understanding all of our customers' needs and designing awesome new features for the Commonsku platform to help us better deliver value to our customer base.

So what's a day in the life look like for you?

So one of the things I love about my role is that it's very wide and there's lots of different components to it. So in a typical day, I could be talking to customers about the direction of their companies or reviewing designs that we have coming down the pipe. I could be working with our design team on finicky details of the interface and how we make sure that it's really intuitive for our customers to use. I can be doing a lot of data work to go through and see how people are using the platform today and what what the effects of that on their business are so that we can better understand our customers and design better paths forward for them. But most of my time right now honestly is spent onboarding new members of my team, which has grown really quickly, and bringing them up to speed on the promo industry, the company, our customers, and the roadmap.

Charlie, I'm gonna, I'm gonna speak like the noob that I am, and I, you know, I come from the promo world, so I'm gonna, I'm gonna try an analogy on you in a sense, and forgive my Western roots here, but you're like the chief wrangler. You're taking all of these ideas that come from the community and our customers and our team, and you were sort of coalescing those into a strategic plan to implement.

Yeah, I, I like to say that in my role I do very little myself but politely ask lots of other people to do. We do get bombarded with just all kinds of awesome inputs from our customers, from our team, from the industry, new technologies coming around that we may want to implement. And a big part of my role is making sure that those get to the right people to really dig deep on those problems and figure out how we can use those tools and those insights to deliver the most value the most effectively.

Right, let's take this a step at a time then. I'm a customer, I see something that I feel is really, really important on the platform that I want to change or add, or it's just an idea that I thought would be really cool. What's the right process for me to start something?

So the right process, and, and no one ever likes this first step, but it's really, really important. We have a form. It's really important to fill out the form. The form's available under Commonsku University in the platform. It's called Have an Idea. It's also available on the News Community Forum under the Feature Releases and Updates channel. The, the reason the form is so important is that putting your idea in the form gets your idea on the record. So we get probably about 2 dozen feature requests a day. So it's a pretty constant stream of inputs coming from all sorts of places. It is quite a lot. And the nice thing about the form is it means we get everything in one centralized system where we can see who's requesting what and when. Right. We review those requests frequently. We have a biweekly meeting where we go through everything that's come through. And that's sort of the first step in that process. So the reason the form is so important is because it puts everything on the record and lets us sort of weigh all the different requests against each other.

Okay.

Um, and if we need more context from whoever submitted that question, we will ask and we will hop on a call and make sure we're digging really deep to find what the, the core of the issue is.

And what happens again after that? Where does it go? How's it reviewed?

So there's a series of next steps that happen for every request we get, whether it's a request from a customer, whether it's a request from, uh, someone at the company. So everything goes first into the new ideas bucket, and we get together in a meeting with my whole team. So that's product and design. We bring our customer success team along and our development team along, and we look at every single request. And the first thing we look for is, is there anything in this list that's a quick win? Is there something that we can do very quickly and that seems very valuable for all of our customers and we can just do it and get it out the door? Probably about 10% of the requests fall into that category, and we love just constantly turning over little enhancements in the platform based on those inputs. Right. We then have a big pool that go into our future consideration bucket. So those are ones that are a great idea, but not something that we can turn around really fast and will take an extra layer of analysis to make sure that we can properly deliver that value in an appropriate amount of time. So for those, they get assigned to the correct team. So I have 3 PMs on my team responsible for our distributor, supplier, and shops products. So they get assigned to the right person.

Say that, say that one more time. You have 3 PMs and what are their specific roles?

Uh, Distributors, so all of our core distributor-facing functionality. Suppliers, so that's all of our connected supplier products. And Shops, so making sure that our Shops product is evolving and supporting new use cases. Okay, so all the ideas get assigned to those teams, and, uh, all of those teams are doing a much more detailed refinement process on an ongoing basis where we're constantly going through those ideas, pulling out core themes, and lining them up in the roadmap based on what we believe to be the next most valuable thing for the customer base.

Okay, so Charlie, you have over a decade of experience already working in the software business and SaaS business, and the day you showed up and we had our first chat, you taught me something. That was the RICE framework, and I thought it was brilliant. Can you share what the RICE framework is?

Yeah, so the RICE framework is a product management framework that's designed to maximize our return on our development efforts. So we have an amazing team of developers here at Commonsku— Michael, Robert, Joel Henn and their team, and they can build a lot of really incredible things, but their capacity is obviously limited because all capacity is limited, right? So the RICE framework is designed to make sure that we're estimating the value of any given feature and the effort of any given feature, and then we prioritize based essentially on return on effort. So it has 4 components. The first is the reach of a feature, which is basically what percentage of our customer base will it help. If we're building something that's, let's say, in our presentations feature, which is very widely used, it's going to positively impact every single Commonsku distributor that has a reach score of 100%. If it's something that may only target specific large customers or a specific geography, it has a more limited reach. The second and probably the most critical element is the impact of a feature. So that is the value that that feature is going to deliver to Commonsku as a company and to our customers. And on the distributor team, we measure that in terms of two things. One is the potential for that feature to help our distributors grow their business, which is what we prioritize the most. So if we come up with a feature and we believe that that feature will deliver direct growth to our distributor customers, it will get prioritized. The other big way Commonsku delivers value is in efficiency, so that more affects our distributors' bottom line. So we look at basically how much growth we think a feature will deliver, how much efficiency we think it will deliver,, and those two elements together reflect the impact of that potential feature.

Okay, so we got reach and impact.

Reach and impact. The C is for confidence, and this is a really interesting one where before we build something, it can be pretty hard for us to tell what that impact will be. So to measure our confidence, we look at first analytics, how we see similar features performing within the platform. We'll often run user tests, and thank you if you've sat in on one of these with my team, where we're going through and having, uh, our existing customers look at the new version of the feature, make sure they can use it, ask how valuable it seems to be, basically get input before we build it. And then we'll also basically pressure test the requirements to make sure we've gotten it as small as possible so that we can build it as quickly as possible and get it out the door. So those three things together are reach, impact, and confidence, are the top half of our equation. So that's the value of the feature. And we basically multiply those three things together to get the intended value. We then take the R, the I, and the C and divide all of that by the effort. So how much time is it going to take us to build this feature? And if there's something where there's a feature with huge reach, huge impact, we're really confident, and the effort is really low, that's going to float right to the top of the pile. If there's something with huge reach, impact, we're very confident, but the effort is pretty high, it'll wind up somewhere in the middle of the pile. And if there's something where the effort seems to be higher than the value for us, that will end up lower down in the roadmap for the time being until we've either worked through all the high-value items or we find some way to raise our confidence or lower the effort. We basically play with those variables in order to help us prioritize.

Something I loved at the CEO Summit that you talked about, if I'm a distributor and I'm on the Shops product, for example, so I'm in Shops and I see, I think, you know what would be a really cool feature is if we had this blank, whatever that is. And you said when pitching us features, focus on impact and you really drove that home. Like with that form, when I'm filling that out or when I'm contacting you, I can say, hey, it'd be really cool if we have this feature, but what you need is— because then it will blank, right?

Yeah. And especially if that blank is grow my business by $2 million. Right, right.

Like more specific, right?

Yeah. The more you can focus on what this does for you, the more it helps us prioritize because we get lots of requests which just have— I would love it if Commonsku did this. And they don't mention why. And when we get those sorts of requests, it's sort of up to us to interpret that. We'll typically reach back out and try and dig in on what the impact is. But in order for us to effectively prioritize, we need to have a big understanding of how the things we build will affect our customers. And in order to do that, we really need input from our customers about how these changes will impact their business.

Yeah, I really love that because distributors have a lot of pressure from their clients. So a client will say, hey, I think we, I think we need this feature on the shop or this or that. And because distributors by default are going— are used to scrambling for whatever solution they can find for their customers without, like, really without question, that really helps us go, okay, wait, I need to measure impact first.

Yeah, absolutely. And we're a little guilty of that too. You know, the cool new thing comes along and we just want to jump on it. So a big part of the role of my team is to take that meaningful pause and look for what's the core value here and what's the best way for us to deliver that to the customer. Right.

Share your hammer and nail analogy, if you don't mind. I thought that was a really cool analogy you shared also at CEO Summit.

Yeah. So this comes back to that impact. So let's say that we get a request from a customer to make a change to our client page, which we're working on right now, to enable them to better identify opportunities to grow accounts, whether that's identifying reorders or additional divisions or contacts who they may not have reached out to. That's a big open problem space. And if someone comes to us with the request that they want a reorder report to be able to basically see what the reorders are, it's much more helpful for us if you can also include that your goal is to grow existing accounts. Because if we think of that as a problem, as a nail that needs to be driven, there's a lot of different ways for us to solve that problem. We can build that report. We could build a widget on a dashboard. We could build an AI tool that automatically identifies them. We could build automated tasks that prompt the reps at predetermined times to go engage with that account. Right. And all those different solutions have different levels of effort associated with them. We can test those to see which we think is the most likely to work. And it's possible that at the end of the day, the thing we build will be the report that was requested by the distributor directly. But it's also possible that we'll come up with some other solution that we believe to be the more effective way to solve that problem and build that instead. So that's where, when submitting your feature requests, please include the root of the problem you're trying to solve and how it'll grow your business. Because as much as the specifics of the feature are really important for us to understand, it also just helps us identify themes of what's important to our customers, which helps us prioritize lots of potential features on a much broader scale. Right.

Very cool. Tell us a little bit more. You touched on this, how the team that you work with is structured.

Yeah, so I mentioned we now have 3 dedicated product managers for our distributor product, our supplier product, and our shops product. Each of them is basically motivated by a specific North Star metric. So that's the number that they're trying to move that has the most impact for that product feature. So for example, for shops, it's shops volume. We want as many shops as possible with as many clients as possible shopping for as many things as possible on Common Stock. For distributors, it's licenses and total distributor volume. So how many distributors do we have? How many employees do we have? Are we helping those businesses actually grow? And how much revenue are those distributors putting through the platform? Are they growing month over month, quarter over quarter, year over year? Commonsku is a growth tool. We're extremely focused on making sure everyone's growing. So those PMs are basically weighing every single request that comes in and all the ideas they're coming up with themselves against basically how they can impact those top line metrics. They're supported by an amazing design team who are responsible for our interface and user experience. The design team is extremely focused, especially right now, on making sure everything in the platform is consistent so that if you know how to build a presentation, you know how to build a shop. If you know how to do one form, you know how to do another form. You can access one report, you can access another report kind of thing. The design team both comes up with the visual designs, evolves the visual designs, and works with those product managers to test those products before we actually go and build them. And then we work extremely closely with our development team to basically estimate how much work these things are going to be, which helps us with our prioritization process, build and release those amazing features. And then we work very closely with our marketing and success teams to get those out the door, get users informed about them, and get everyone using them to help grow their business. And then there's one final step. Which is really important, which the product team is very focused on, which is measuring the impact of those features after the fact. So for example, we launch our AI art tool. We look very carefully to see who's using it, in what context, how successful are people at getting through the flow. Of the people who tried to erase a logo from a shirt and add a logo to that same shirt, how many of them are effectively getting through that? And use that to either iterate on those existing features that we launched or just learnings to help us prioritize new things that may be valuable.

That's very cool. Let's get to a topic that I think a lot of folks showed up here for, which is what's coming up. We just released the new Skewunity forum. Tell us a little bit more about that.

Yeah, we're really excited about the new Skewunity forum. So community has always been core to Common Skew. Common Skew started as a community tool. We have all these amazing community events, and we really want the new Skewunity forum to act as an extension of the Common Skew community into the digital space. So some really nice things about the new forum are, one, a very powerful notification system. So you can choose how informed you want to be about different topics and different areas of the platform in the forum. We'll have lots of amazing content coming to the forum in terms of webinars, in terms of outputs from a lot of our events that people can discuss and use as a place to congregate, as well as just a great place for peers to share tips and tricks about the platform, about the industry, basically everything having to do with CommonsQ. And one of our main goals for the forum is for it to have that ethos of Commonsku, where it will be very collaborative, it'll be very friendly, and it will really be about elevating the industry and making sure that we're all sort of running the best versions of our business. So the forum's available now through the platform. We have a few specific channels related to our upcoming Commonsku University webinars by role, and everyone should feel free to jump in and start learning, contributing.

What I love about it is if I'm in a production role, I can go into this particular channel and I can get feedback on that role and connect with other folks that are in production. And I love the fact that that this is really going to enhance micro-communities too. So it's not only the, these community at large, but also these micro-communities. So if you're going to go to SKU Camp, we'll probably have a channel for that. If you've just come from CEO Summit, then there's a channel for the, for the peers that you met there and the topics that you connected with on there. That's what I really love about it.

Yeah, it seems like it'll be really powerful and sort of help build those connections and help establish those sorts of groups and teams within the industry and within the Common SKU community. So I'm also really excited about that.

So regarding the platform, what's set to release in June? Can you give us a little bit of a sneak peek?

We have some amazing features set for June.

I'm very— by the way, Charlie's not just saying that. I know for a fact this is the case.

But go ahead, Charlie. So one that I'm extremely excited about is our entire set of new reports. So every report on Commonsku is going to be updated with a fast, modern, responsive interface that will allow for much more powerful access to your data on the platform. As part of this report's overhaul, we can also now much more easily build new reports, and we have a handful of them coming out within the month of June. We have a few new comparative reports which let you compare different time frames and see how their business is evolving. So like we have with the supplier spend report, we'll also now have reports for client performance. So are you— your accounts growing or shrinking over time? And for rep performance. So how are your reps performing and how does it compare to their past performance?

Which some of those we've already had, Charlie. How, how much you're talking about just a much more robust development on these. Like, can you give us an example?

Yeah, these are totally new in the comparative element. So you've always been able to pull a rep's performance on the platform. Now you can literally set, I want to compare this quarter to last quarter, show me how they're doing kind of thing, right? And then you can also drill in and see at the client level sort of which of our accounts are winners and losers and how are they evolving over time.

Very cool.

What else? Um, we have a product sold report coming. So product reporting coming out of Commonsku for the first time.

Oh, that's a long-requested item.

Yeah. So that will basically provide that same ability to see what you're selling in a given time frame, filter it by supplier, and basically see what's, what's, what are the products that are driving your business right now.

You know, an example of that report that I could see folks using as sustainability has become more important, you can track for your clients who might be asking what percentage of the products that we've sold have been this particular type of product in the sustainability category or impact or something like that.

Very cool. Absolutely. Especially as more of our customers are going for things like B Corp certification and that kind of reporting becomes really critical. Having great data about what you're selling is really important.

Yeah.

What else? We have an amazing new client page coming likely in June. We're hoping to just squeak it over the line. That new client management experience will have a lot of fantastic things in it. One that we think will be really valuable is an easy way to search past projects. It has these awesome little thumbnails of the products you actually sold in that project so you can visually identify them. For reorder purposes, as well as just a new interface that makes it much easier to manage all the details of your client base. And one other piece that's coming first to the client page but eventually rolling out across the platform is a new art and file management system. A lot of our customers are increasingly managing pretty complex sets of art and files for their customers, different logos for different divisions, different applications. There are— we've, we've just counted 24 different places to manage art across the CommonsCube platform.

Right.

And right now they all behave a little bit differently. So our goal with this project is to build one really great way to manage art and have that roll out across the entire application, starting with that client page.

Is it fair to ask you which of the new features we're rolling out you're most excited about? Um, yeah, I'm making you pick your favorite child.

So this might not be the one people expect, but it's one that we've been working on for a pretty long time. Taxes. Specifically, I know taxes is everyone's favorite thing. Right. Checkout taxes and pop-up shops. So this is for distributors who are increasingly running direct dropship operations and need to be able to do taxes based on the destination that the goods are shipping to. Yeah. So we'll have an update rolling out also in June, if not sooner, which will allow pop-up shops to collect a shipping address, calculate the taxes based on that shipping address, and have the person checking out pay the appropriate shipping address-based tax with their credit card. Oh, nice. It was It was quite a bit of work to get that together, but it unlocks basically a whole new world of direct dropshipping through common SKU shops for our distributor base. So we're pretty excited about that.

You may have just answered my question, but I was going to ask you what one feature or update in the upcoming rollout was difficult, more difficult to build than you previously thought, just to give folks a glimpse into your world.

Yeah, so the taxes were more difficult to figure out. Taxes are tricky, so making sure that we were doing that correct was really important. In terms of difficult to build, our first modernized report, the sales rep report, a very core report to common SKU always existed. Building the new version of that took 2 months, which is a very long time to build a new version of an existing report. The reason it was so much work though is because that was the first of these new reports and it's where we built out all of these components that will be used across all the, all the new reports. So that's where we built the first table, the first filters. We had to figure out all the scrolling behavior and how to switch between pages. So that first of those new reports took 2 months to do it and to do it properly. But then the second new report that was built using those same components took less than 2 weeks. So it's one of those ones where we sank a bunch of effort into the upfront work to make sure we were laying the proper architecture and foundation, and then we could move much faster based on what we built going forward.

Brilliant. What's coming down the road? I know we need to hold down— hold to this very loosely, but what's coming down the road beyond June?

Yeah, I guess I don't have a slide deck this time. Usually I take the biggest, reddest font, right? The roadmap is subject to change, right? Big bright letters as big as I can. The roadmap is subject subject to change because technology changes, our understanding changes. But when we look at themes through the rest of 2024, we're going to be doing a lot of work on workflow automation. So basically steps that can help your projects go faster, whether that's things like better templating, making it easier to copy things between projects, or even just automatically advancing projects when certain criteria are met. We call that our if this then that logic. So if the client has approved the proof and all the shipping addresses are in, advance the purchase order kind of thing, which we think should save everyone a lot of time. We'll be doing a lot of work on our existing integrations and rolling out some new integrations. So we'll have some enhancements coming to things like QuickBooks and HubSpot. Our Zapier integration will be coming out of beta and have a bunch of new great features in there, as well as potentially some new integrations with a shops focus for things like potentially shipping solutions. So lots of exciting things coming on that front. And then lots of focus on the CRM and projects world. So how can we make data about your customers more visible and actionable along with how can we make it really easy to see the total state of your business? Where are your projects? What phases are they in? And how can we make sure everything's moving along effectively?

About the community, you have worked, as I mentioned, in various sectors and you've had over 10 years experience in this role. So this is something you've done before successfully in product management. What did you discover was really unique about the CommonsQ community now that you've been working with the community for about a year?

Yeah. So like you said, I've worked with a bunch of different industries, all in these kind of business-to-business contexts. Right. And they all have their own unique features. The thing I love the most about the Commonsku distributor base is the extreme focus on customer centricity, just the dedication to making things work for their clients no matter what, along with that concept of elevating the industry like Mark is always saying. So doing really great work for your clients and sort of adopting that agency mindset of providing incredible solutions to your customers so that they become loyal customers, stick with you, and grow. And I I'm a sucker for a great entrepreneur. I love that sort of spirit and drive and motivation, and I'm so happy to come in and build those tools that help those amazing distributors grow, scale, and retain their customers every day.

I have— it's such a rich industry full of such amazing people, and, but I'm, you know, I, I'm, I'm preaching to the choir here because I've always felt that way, but it's good to hear from an outsider who comes in and says, hey, I've worked with all kinds of other clients. This is a really special community. All right, let's wrap up here, Charlie. What do you enjoy most about your role?

I love the meaty design challenges. Someone bringing something to the table that seems completely unreasonable or infeasible and figuring out a solution to make it work. The other thing I love more than anything, and that AI image editor we released is a great version of this, is watching things have an amazing impact on our customers. That tool gets used thousands of times a day to create, you know, hundreds of amazing presentations and being able to really see the impact of of, you know, a pretty cool tool that we got to build, having a real practical application out in the real world is just amazing.

Charlie, you live in Toronto. What do you enjoy doing when you're not working?

I'm a big sort of extreme sports kind of guy. In the winter, that's a lot of snowboarding. In the summer, that's a lot of climbing, hiking, outdoors kind of things. To me, sort of like getting out is the best way to clear my head, and that's honestly where I have my best ideas, is out in the woods.

It's funny, it fits your MO. You're like an adventurer on the— with a software program, and your adventure offline as well. All right, last question. What's one book, podcast, article, movie, series, anything you've watched or consumed recently that's made an impact on you. Doesn't have to be business related.

I'm going to give you two. So there's one book that we've been reading as a team. We have a book club with the product and design team. We're reading one of the classics, The Design of Everyday Things by Don Norman, which is sort of the textbook of experience design and the considerations that we should be putting into things as we design our product. So we're doing like a classic chapter-by-chapter book club where we go through and discuss what we've learned from each chapter and how to apply it to Commonsku. And we've already had some amazing insights around things like feedback on user actions, where as soon as someone clicks a button, we need to make sure that we display that we've registered that click kind of thing. So lots of very tangible insights there. But I also want to bring up a novel I've been reading, which I've been finding kind of inspirational in terms of direction for work. It's The Future by Naomi Alderman, and it's a novel— I don't want to spoil it too much, but it goes really deep into the impact of technology on our lives going forward. It's set in the The Near Future and talks about how some of the things we're dealing with now, whether it's social media or artificial intelligence or robotics, will affect the evolution of society going forward. So that's been a really interesting one and also very applicable for how we build our products going forward.

Speaking of, last question, ChatGPT, especially 4.0 that just rolled out, what is it that you're like, oh my gosh, this is going to be amazing? What is it? You've been playing with this a lot. You're focusing on this a lot lately. What are you excited about the most?

Yeah, I'm very excited about a lot of potential AI applications, both within Commonsku and beyond. One thing I'm really excited about with 4.0 is the new multimodal that helps tie together a lot of the sort of classic conversational things that conversational and large language model AIs have already been fantastic with, with some of the visual elements. So we were actually just playing around yesterday with getting the new models to generate some really cool graphics for us that are in our color scheme, which will help us explain some of these new reports we have coming out in a visual way and basically doing visual storytelling to help better inform our customers of what some of these 20 tiles that'll be in our new reports gallery can actually do. And to me, that's something that, you know, we always could have done, but it would have taken us many weeks of back and forth between our visual designer and our UX designer and our success team. Now we can really rapidly evolve those concepts and then have the humans come in at the end to just polish it up and get something really valuable out the door a lot faster.

Faster.

So it's been a huge accelerant to our workflows already, and I think our customers should be using those tools as well to basically help make everything move as fast as possible.

Charlie, thanks for hopping on the SKU Cast. We need to make this like an annual thing or a biannual thing so we give updates to the community. But thanks, man, you do some amazing work. You and the team do that. When I say you, Charlie, just know Charlie knows it too that I'm talking about a bunch of people that do amazing work.

Thanks, my friend. Absolutely. Thanks so much for having me, Bobby. Happy to come back anytime.

Thanks so much for tuning in to this episode of SKU Cast. Be sure to keep up with our latest content by subscribing to SKU Cast on iTunes or to our blog at community.commsku.com. Until next time, friends, thanks so much for listening.

Mm-hmm.