The Versatility of CX Roles in Ecommerce
Jess and Nichole explore the importance of being available to your team, leveraging AI for better communication, and the integration of CX and marketing in Ecommerce. Nichole’s dedication to supporting the UCLA community through Ecommerce revenue showcases the broader potential of innovative CX strategies.
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(water splashing)
- My name is Jess Servion,
and I'm super excited to bring you my new podcast,
The Juice With Jess.
This podcast, he's gonna be about everything
in your customer's journey.
We're talking acquisition, awareness,
making that purchase, retaining that customer,
bringing them back around, and everything in between.
This is gonna be all about delivering dope brand experiences
and talking to some really amazing people
who are in the customer experience space,
the marketing space, and everything in between.
(upbeat music)
Welcome back to another episode of The Juice With Me, Jess.
This week, I'm super stoked to bring you this episode
because guess what, my friends?
We are filming and recording in a penthouse suite
in the four seasons in Las Vegas at Shop Talk.
So kind of crazy.
You might hear some people in the background
because we also have an audience.
So real fun, but also this week,
I am joined by Nicole Ramirez.
Nicole is one of my dearest friends.
We met in a CX Discord, and she is now
the e-commerce manager for UCLA as in the school,
which is so cool, and we have a lot to unpack there.
Nicole, do you wanna tell the audience who you are?
Sure, so yeah, Nicole Ramirez,
I've been in the D2C and e-commerce space for about 15 years.
So kind of a generalist and a little bit of everything.
So I've been in marketing, I've been doing
warehouse management and also e-commerce.
So that's kind of what my role covers now at UCLA.
I work for one of the largest independent college bookstores
in the country at the number one public school
in the country.
So it's quite a cool place to be.
And so I manage the UCLA store website
and also the Bruin Team Shop,
which is a partnership we do with the athletics teams at UCLA.
So working with NIC and on all of that college athletics merch.
So it's really fun, really cool.
Yeah, I think that's really so interesting
because it goes to show you that one e-commerce, CX, UX,
all of these things, if you are selling something on the internet
or you're selling something at like a brick and mortar store,
you have a need for an experience, my friends.
You have a need for marketing.
Before we dive into it, I'd actually really,
'cause a lot of the audience is,
there's marketers out there,
but there's also a lot of like CXs out there.
And I'd really love to hear from your words,
what does an e-commerce manager do?
Yeah, so it's one of those kind of over-encompassing terms.
They can do all sorts of things.
What I do specifically as the e-commerce manager
is I make sure that the website is running correctly.
I work a lot with IT to make sure,
all the scripts that were running work
and all of the images look correct
and the SKUs are up and the descriptions are accurate
and compelling.
And so I work a lot with the buyers and a lot with IT
to make sure that's really robust.
But also I manage the fulfillment team,
so everyone who's actually packing up the orders
and sending them out.
And also the customer service team.
So we have a whole customer service team as well
as part of the e-commerce department.
Yeah, it's like all encompassing from the experience.
As part of the e-commerce department.
All encompassing.
Well, I would love to know,
like how did you get this job?
Yeah, like I said, I'm very much a generalist.
I've worn a lot of hats in my different career paths.
And I actually got it on LinkedIn,
which is like, you know, in our spaces
we tend to work a lot on referrals
and someone recommends you for a job.
And that's how I've gotten jobs for quite a while.
But this one, it just ticks all the boxes
because I had had experience setting up a warehouse
and setting up, you know, picking strategies
and things like that and running a warehouse team.
I had also had experience in marketing
and in running an e-commerce website.
And so they were having a hard time finding someone
who had that very well-rounded experience.
And so I applied in March of last year
and got hired in July.
So it was definitely, academia is very different.
(laughing)
It moves so slow.
Yeah, I actually wanna dive a little bit into that.
Yeah. But I do have one comment to make.
And this is just for like anybody listening.
Like, even though we're talking about Nicole
being a general list in the CX world
and like e-commerce world.
And specifically we're talking about UCLA.
I think it really goes to show you though, CXers, right?
People who work in experience are also marketers.
We're also UX people.
We're also the film and scene-iron people.
Like we are generalists
and we can run so many different types of roles
as they touch customer touch points.
And you're a prime example of this.
And I'm like super proud of you.
Well, thank you.
I really appreciate it.
Yeah, as a CXer, like the first role that I got
where I was the customer experience manager,
I got the role because I had a marketing background
and because the company was looking to really fine tune
and provide a white glove experience for their customers
because they had a very specific product.
Education behind it was a little bit tricky
and it was also a really high-tech cost.
And so they had been using a BPO
and we're looking to have like really specialized
customer service as part of their team.
And so they hired me.
I came in and ran my first CX team,
developing the brand voice,
teaching the customers the different profiles
of our customers and how to communicate with each one.
We tended to have customers that were a little bit older,
kind of boomer aged.
And so, picking up that phone was just,
it meant so much to them.
And so just really paying attention
to who your customers are and meeting them
where they wanna be met and just taking that extra step.
And so that was something that I did there,
helped develop that.
And they were amazing.
And basically, once we got those specialists set up,
they were just running on their own.
And so I pivoted more towards the e-commerce
and bring that CX and that marketing bit
into the e-commerce space.
- Girl, I love it.
'Cause this is literally what I've brought.
- Yeah, yeah.
- Like all the time, right?
It's about like brand experience
and like brand experience is like in every avenue of it,
but also like knowing your audience.
'Cause not every setup that you have
is gonna work for every single one of your audiences.
- Yeah.
Man, I really wanna dive into that.
What does retention look like?
I mean, I know you briefly touched it,
but what does retention look like
in a nonprofit organization, right?
'Cause we're so used to it being revenue, revenue, revenue,
revenue, right?
Like I'd love for you to just double click into that.
- Yeah, so revenue is definitely still
an important consideration for us.
All of the money that we make, like I said,
goes back into the university.
And it's going in through student government,
student activities, the student unions.
So we are the core place where,
especially new students come to like build
their college experience on campus.
And the money that we make in store and online
all goes back to fun.
Those experiences also things like scholarships
and all sorts of really important activities
that happen on campus.
And so it's, I still am in that revenue generating mindset
because I want to make money to go towards those things.
But it just feels really fulfilling to know
that what I'm working towards,
I can see it a really actionable thing on campus.
Like we'll see therapy dogs come in
and know that it's midterms
and we have therapy dogs on campus
and the money that we made slinging t-shirts, you know,
is creating these experiences for these students
to help them through their college career.
So yeah.
- God, that's actually really amazing, right?
'Cause I think we talk in e-commerce a lot
about wine, sustainability, giving back,
like all of these things.
Like I've worked with several brands that like,
oh, I want to give back
and I want to do all this stuff.
And like they're like, I don't know,
like Feasibles was like giving back in planting trees, right?
So, but I think what's really interesting is that
because you're a nonprofit
and because you have all of these like programs
for students that you're giving like funds back to, right?
It's like in a way, that's your revenue, right?
Like that's your revenue
and it's like in to see the direct impact.
- Oh yeah, 100%.
One really cool program that we have on campus
is that we are the largest student employer in Westwood,
which is where the university is located.
So, and we're also an on-campus employer.
So we actually work around the students' schedules
with their school.
School always comes first.
We have very limited hours available to them
to make sure that they're not just, you know,
working, working, working
that they have the time to focus on their schoolwork.
But it's really great to work with these students.
They're so smart.
They're so talented.
And I get to build relationships with the folks
that what we're doing is actually helping.
And so that really, really means a lot.
- I think it's just amazing.
I think it's really awesome
because it's like we all, again,
like we wanna do like sustainability
and we wanna give back and all these things,
but it's like you have this like really dope e-commerce,
customer experience program.
They're actually like getting to see the impact.
And I think that's really, that's really cool.
I definitely wanna dive more into that,
but I, this question like kind of popped into my head
while we were chatting.
So we're talking about like the customer service team, right?
What types of inquiries do they get?
Because here's why I'm asking this.
Coming from festivals, right?
Gen Z can be difficult, be your best worst enemy, okay?
So I'm curious, like what types of questions
are your customer service team getting
from students as well as parents?
- Yeah, so it is surprisingly parallel
to traditional DTC because it's things like,
where's my order?
How do I return this?
Things like that.
But we also deal with in-store pickups.
So we're fulfilling items that are very non-traditional,
like you're capping down,
things that have very sentimental meaning behind,
like they're very, very important.
And so really providing that experience
where the customer places their order,
we have everything ready for them,
we're able to hand it over them directly.
It's just really cool to experience.
And it's really great that it's student to student
because my students are mostly sophomores and juniors.
And so they get to be the ones that are handing off
the capping down to the seniors,
which I think is pretty cool.
- Yeah.
- So yeah, man, that's awesome.
So you seem like a really analytical person
and wanting to really improve programs
and understand data.
What type of data are you looking at
when it comes to the CX department?
- Yeah, so we brought on a platform when I was there.
Like I said, academia is a different piece for sure.
Things move at their own pace.
So I don't want to freak you out too much.
But when I got there, there was 20 people
using a shared Outlook box.
- Oh God.
(laughing)
- So God, how many inquiries were they getting a day?
- Probably 50 to 60.
But they were all working two, three, four hours a day.
So, and many people with their hands in it daily.
And so the first thing I did, I was like,
no, no, no, this is not going to work.
And so we brought in a platform
that would manage that, a CX platform.
And so that's been really great
because that data just didn't exist before I got there.
So the cool thing about the platform that we use
is that before you can even respond to an email,
you have to categorize it.
So it won't even let you hit send
until you put it in a category.
And so we're able to do that really high level,
filtering and organizing right at the beginning.
And then we do, it has macros and tags
and all of that sort of thing.
But I've really found that that little step of just,
you have to think about what is actually going on in here
and put it in a category.
- Yeah.
- The time that it takes to do that
is maybe a little bit prohibitive,
but the fact that they had to do it
and they had to think about it,
that data is really clean.
- Yeah.
I mean, I think that's like the biggest problem.
Well, when we're talking about customer support agents,
right?
Like, I don't care what level you're in,
when you're in it and you're clacking away, right?
It's really hard to remember,
I have to do all these other things.
And then like, and if you don't create that habit
and you don't continue that habit,
your data can be so messy.
So I love that you've created an agent experience
that makes it a lot, a lot quicker and cleaner, right?
Like, 'cause I think that that's like super important.
I've been on like so many different platforms
where it's like, if you don't tag it, right?
Or if like, if it's not a requirement,
then the agents will like just put other.
So yeah, so I think that it's,
I think it's really important to like have clean data,
but to also instill a process that is easy for the agents.
- For sure.
Yeah, and we've been really happy with our platform.
It's actually the first time that I've used
something that has integrated AI,
which has been really interesting to use
and really helpful for the students.
I mean, one thing that I've really learned about students
is that a lot of them, especially this generation,
Gen Z, like this is legitimately their first job.
They grew up in the pandemic.
They didn't have the experience like I did,
where I was 16 and slinging t-shirts like, yeah.
- At the store, yeah.
- Like that wasn't a thing for them.
And so this is their first job
and they're really high performing
and they wanna do really well.
But that means sometimes they come off a little robotic.
They come off a little bit to like,
like they're talking from a manual
because they just are so interested
in doing the job correctly
that they don't always make that step to be more conversational
and more friendly.
And the AI has really given them that tool
where I've told them, you know,
our AI does this and gives these kinds of responses.
Those are more than okay to use.
We want you to feel like you're talking to your friend
when you're doing it.
And the fact that the AI is the one telling them, you know,
this is how to respond, has really trained them over time,
you know, to take that on on their own
and be more conversational and be more friendly.
'Cause a lot of time it's students talking to students
a lot of the time.
And so we want it to feel like that.
We want that to be the experience
that a student or an alumni is reaching out
about their order, that they know
that they're talking to a student
and that the fact that they purchase from us means
that they're supporting their school
in a really actionable way.
And so it's super important for me running the CX team
to make sure that, you know,
they're having that conversational back and forth
and so it's seeming like they're just talking to a chatbot.
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See you there.
I mean, I think that's really interesting.
You brought up like a couple of things
that I actually want to like touch into,
but like one, before we even get into talking about AI,
how did you develop the brand voice?
Like in general, like how did you train the agents
and your team, not even just the agents,
like everybody under you,
like under the entire e-commerce department
about the brand voice?
Because if I was walking into it in my day one,
I would be like, okay, these are students
and these are parents and these are alumni, right?
And that's like really great, but it's like,
I wouldn't think about like what my voice would be.
Like how did you approach that?
Yeah, so one thing that I really lucked out is that
we are part of Associated Students UCLA
and it's an organization that's been around
since the school started since 1919.
So there's a really long history behind it
and they have a really strong voice
and they have a mission statement
and I can look up the ethics
and I can look up everything that I want to know
about the kind of messages that we want to convey.
And so I really use that as a foundation.
And so I make it a point, you know,
to really make sure that the students,
when they're communicating, are thanking the people
who are purchasing from us because they could buy that shirt
or that hat at Target, at genetics,
at any of our big competitors.
And I want them to know, you know,
every time they purchase from us,
it's helping the students on campus
and a lot of them once were students on campus
and remember that experience and have really fond memories
of what it was like to be at school.
And yeah, so we have some very loyal customers
just for that particular reason
because maybe they worked at the store
when they were a student and they remember what it's like.
And so just reminding them, you know,
that that is what they are helping to build
when they make that purchase is golden.
Like I couldn't ask for more.
It's really, really wonderful.
And I just leverage it at any opportunity
because I think it's our strongest selling point.
- Absolutely.
You know, the brand voice is like so different, you know what I mean?
Because it's like you have these loyalists already
because they have these shared memories.
It's very sentimental, right?
So it's like you want to appreciate that
and you want to like display that.
I think that's really awesome.
So let's actually dive into the AI piece then.
I'd love to hear like, okay,
so you've developed out this brand voice.
You've done these things.
But then like, what's the next step of that?
Like if you're putting that into AI,
like how did you train the AI
to be like very thoughtful and sentimental?
- Yeah.
So we're really lucky with the platform that we use.
A lot of the AI training comes from a knowledge base
that we build out directly.
So with our policies and procedures,
but also with things like our brand voice.
And so we're able to really train that AI
in how to respond.
And it does things like you can actually,
it gives recommendations.
A lot of them are really good,
but you can also just go in automatically
and edit those and change what you need to.
But it'll also have this,
it has this feature that I really love
that's just make it friendlier.
So like I said, our students sometimes struggle
with trying to be very professional
and really come across, you know, more like a manual
or how to then conversational.
And so just the opportunity to just, you know,
write out what you would want to write out
and then select make it friendlier
has been really, really helpful for them.
- Wow.
Okay, cool.
I love that.
Like, do you ever experience the AI though?
Having any sort of like, we call them hallucinations.
- Oh yeah, for sure.
How do you manage that?
- I always train our students.
And also I work in tandem with our CX manager
who's really, really amazing.
The AI is a tool, it's not a replacement.
And so, you know, it's gonna suggest things.
You have to actually read it, you have to look at it.
I don't want them to just send the boilerplate AI
out into the world.
It's a foundation, it's a starting point.
You still have to build from there
and you also have to double check it
and make sure that it's accurate
and that it's not, you know, going off the rails.
And so that's a big part of the training
is that it's a tool, it's not a replacement.
- How do you train your agents to QA along the way too?
Like, or do you have one?
'Cause I run into this a little bit, right?
Like, I will, there's like a couple of brands
that I've, you know, advise or consult with.
And I've run into this before where the AI kind of just,
like has these hallucinations,
but then like the agents didn't like tell me about it.
So I'm like, well, how am I gonna QA this?
- Right, right.
That's actually something we haven't really done much of,
but it's something that I'm definitely gonna have to go in
and try to figure out.
We are working with a platform
and they're pretty great at keeping it up to date.
And anytime we have questions, you know, they follow through.
But yeah, I really haven't.
Yeah, something of like, oh!
- I know, I know, I think that's totally fine.
Like, listen, like this is a very honest conversation, right?
- Yeah, oh, for sure, yeah.
- We're not gonna have all the answers, but--
- Yeah, and it's so new.
It's something, yeah, yeah.
- Yeah, and I think that that's the thing
is that we have to think about with AIs that it's really dope.
Like you can utilize it for these process,
but you still have to keep it with boundaries.
And you can't forget about that, you know?
I recently was like teaching a workshop
and that, and like people were like,
"Oh, well, how do you deal with like the hallucination?"
It's the same question I asked you.
And I'm like, "Listen, my dudes."
Like, you gotta put some boundaries around this.
You also gotta create a QA process.
Like, it's not the end all be all.
It ain't replacing your job.
It's just helping you with your job.
- Is that okay?
- That's it.
What's the pain point that you'd love AI to solve for?
Besides tickets, though?
- I wanted to go to my meetings for me
(laughs)
and take notes.
- Girl.
(laughs)
- Girl.
- It's all of those things that, you know,
it's the struggle of everyone who is moving upward
in their career the more time you spend in meetings
and the less time you spend, you know,
having time to actually do work.
(laughs)
- I know.
I hear you.
- Yeah.
- I hear you.
Are there any other places that UCLA is leveraging AI?
- Yeah, so the campus, I mean,
they have a whole department in Anderson
that is really leveraging AI in interesting ways.
We're really lucky that we are on campus.
So we haven't quite used it for AI yet,
although that's something that definitely
we should look into, but we have done things like
there's a course, there's a professor who teaches
a course on Google Analytics.
And so we gave them access to the stores, Google Analytics,
and they did their whole semester
just about analytics from the store.
And I was able to tell them,
well, I'd like to know if A, B and C happens,
what is the, you know, that sort of thing.
And so there were about six different cohorts,
and I was able to tell them
what I wanted them to look into into the site.
And then their finals all came back to me.
And so I had just, you know--
- Dude. (laughs)
You got this army of people who are like QA-ing things?
Hell yeah.
Make them start a QA process for your AI.
- Yes, exactly.
- Make it self-training.
- Yeah, yeah, totally.
Yeah.
One of the really interesting things that we learned from that
is because we are nonprofit,
we don't do a lot of fundraising or anything like that.
That's not related to UCLA directly,
but athletics came to us during the wildfires in Maui.
Everyone was doing Maui strong related things,
and they really wanted to make a Maui strong UCLA t-shirt.
And they asked us to make it.
And so I was able to have Anderson do a deep dive
to see how that affected our sales
and how much it made it rise or lower.
And if it was something that was directing traffic
to our site that would have come through,
you know, non-traditional channels.
And so it was really cool to just be like,
we've never done this before.
Can you guys take the time and dig into it?
'Cause it's something I don't have time to do.
- Yeah.
- And yeah, it's really great.
And they really enjoy working with actual data.
- Yeah.
I know, I love it.
I'm a data nerd.
So like for me, I'm like,
"Tell me more about these insights that you've gotten."
Well, I actually do have one, another question about it
is like besides the Maui strong,
like what's some feedback that you've gotten
from like in your overall CX department,
not even just the customer service,
like e-commerce, like everything
that you've leveraged to make the experience better
for the students.
- Yes.
- What's your favorite one?
- I have to go into returns for us.
We're not doing anything amazing.
We're doing pretty basic things.
But one thing also dealing with academia
is that the person who had the job before me
had worked there for 35 years.
She had been there before there was a website.
- No way.
- And so there were certain processes
that you just kind of learn along the way.
They had an issue where the customers were the ones
who were generating the return labels
and because we're on campus,
the chances of that package would actually get to us
because they were just like,
"You see, we're centered at UCLA, UCLA, Westwood."
Off it goes.
And so they had built a really protective
of the store return policy
where the customer actually had to have a signature
required on their returns, which is wild.
(laughs)
And so one of the first things I did was
go in and try to make it more customer friendly.
Now they contact us.
We generate that label for them.
So we know our address.
We know we're gonna provide them with something
that's correct.
We're able to keep the costs down for things like that.
And we actually leverage it as a benefit saying,
"We heard you, we listened to you, we sent out an email
"to everyone who had ever done a return."
Because the thing that I was hearing
when I first came in was, "Your return policy sucks.
"I'm never gonna buy from you guys again."
- Yeah.
- I agreed. (laughs)
And so I made a point once we changed that policy
to message everyone who had ever done a return on the site
and said, "You know, we listen to you.
"This is our policy now.
"It's really easy.
"It's a free return.
"Email us and we'll send you the label."
So yeah.
And we heard immediately, you know, a response to that.
- Wow.
- And that email actually generated quite a lot.
(laughs)
So yeah.
- That's awesome.
Listen to all the fam out there,
like listening or viewing or whatever.
I just wanna point out, Nicole has changed
the customer experience of UCLA.
And I encourage you all to go and purchase a t-shirt from her
because she is developing a dope experience for UCLA.
And I think that's really awesome.
And I think it goes to show you like, you know,
that person that had that job before you,
they might have been there for 35 years,
but they would have like really stuck in their ways,
like doing their jams, like whatever.
But like, times change, you evolve.
And like technology changes and you have to constantly
like keep evolving.
And like, I think it's really important as you're looking
at your overall customer experience.
I don't mean just service.
I don't mean just website.
I mean like fulfillment, you know, your shopping cart,
any of these things, right?
You have to evolve with the times.
And it's really important.
- Yeah. - Yeah.
- Okay, I just have some fun questions for you.
- Yeah, I'm ready for it.
- What's your worst customer experience moment
that you've ever had?
- Oh man, what is my very worst?
Oh boy.
And saying this is really painful
as someone who's worked in CX and deals with fulfillment.
But I've had a couple of experiences
where a package has just gone MIA.
And then Cricut's from the brand.
Like that's, to me, that's the very worst
that you could do, especially like one of them
was like a $200 order that just like disappeared.
And to just like, I heard back from them,
oh, so sorry Cricut's.
And I was like, that's it, really?
So yeah.
So of course I never bought from that company again.
It's painful as a brand to really, you know,
have to make that step.
But when you make that step,
you just build those customer relationships.
I am constantly trying to tell people
that I've worked with at many different brands, you know?
Think of it as marketing expense.
Don't think of it as a CX expense.
Don't think of it as an e-com expense.
This is marketing.
So you have to spend like it's marketing.
- Yeah, I know.
And I think that's a common misconception
that like we think people think of CX as just support
just the community building.
Like I constantly have these conversations with people
where I'm like, it's not about like,
okay, it needs to go into the marketing department, right?
What I'm saying is that I think
that customer experience is marketing.
It's your brand experience.
Stand behind it.
- It's closer to anything that you could possibly do.
Even an Instagram ad is not going to be as compelling
as having an actual conversation with a person
who's at the brand.
So you have to treat it like the goal that it is.
It really, you know, it's the closest that you're going to get
to building a relationship with that customer.
- Absolutely.
- Yeah, you gotta leverage it as much.
- And there's so many different channels
and there's so many different things that you have to do.
It's just like, just focus on like building
a dope brand experience, man.
Okay.
- I'm excited about this one.
You ready?
- Yeah.
- What's a leadership principle that you stand by?
- I have an open door policy.
And it's not just like saying, I have an open door policy.
Like if my door is closed, I have a whiteboard on my door
that people can leave notes to let me know
that I need to follow up with them.
Like everyone who works under me and everyone that works
with me knows that you need those two minutes,
I'm going to set it aside for you.
And yeah, it eats into my day,
but we're able to accomplish so much.
And just, you know, in the moment,
just sitting around and talking about whatever is going on
and moving forward, then letting that fester.
And so 100% stand by having an open door policy
with everything, with ideas, with friction, with anything.
And it just helps everyone move forward.
- Yeah.
- So yeah.
- Absolutely, man.
I love that.
I love like being a good leader means like, you know,
not even just like coming to your office,
but like being available for your team.
- Yeah.
- And like, and establishing that line of communication.
- Yeah. Yeah.
And it was the same policy that I had
when I worked completely remote.
My team knew I was a Slack message away from a video call
and anytime they needed some FaceTime with me, you know,
as long as I wasn't already in a meeting,
I was there for them.
And if I was in a meeting, you know,
tell me you want to schedule a meeting with me
and we're on it.
So yeah.
- Yeah, absolutely.
Last one.
What's your favorite thing about working at UCLA?
- I love being on campus.
I didn't think I would.
It's a really long commute.
I live on the other side of town.
I live near downtown and I'm commuting all the way
over to the West side.
But there's a reason I love doing it.
It's just being on campus.
Like it's, there's always something going on.
There's always activities, you know,
there's been a lot of political unrest
and seeing that, you know, happen on campus
and seeing people using their voices
to really stand behind their beliefs.
Like it's really wonderful
and it's just a really cool environment.
And it's also a nice reminder of why I'm showing up
to work every day 'cause it's for those guys.
So yeah, I really love it.
- You have a community that you get to like visibly see
all the time and I think that's really dope.
- Well, I appreciate you coming on Nicole,
tell the audience where they can find you.
- Yeah, so I am on LinkedIn.
It's Nicole Ramirez.
Yeah, that's probably the easiest way to find me
or, you know, our Discord group,
which is how we met and I love it
and I love everyone there.
So yeah.
- Yeah, I will put Nicole's LinkedIn in the show notes
as well as an invite to the CX Discord that we met in.
And I appreciate you guys all for tuning in
to another week of the Jews.
And I'll see you and you can hear me
if you're listening next Thursday.
Toodles.
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That means that you like me and I like you,
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