um, I actually started back and my junior year of college on advertising. Um, I started as in unpaid intern at an ad agency. And so the first job, but I actually got was handing out cards in a cow off it to promote window farms, which was a local delivery for girlfriends and kind of progressively moved up from there. Um, I I start in digital marketing when we pitched ah client and they asked whether we did AdWords or not And, uh, the CEO of the Times that Yeah, of course we do. I walked out of that pitches and no, we don't, he said. You go by the end of the weekend. And so that was the start of my digital career from their, uh, Zappos was the next kind of step, and I started there 10 years ago. And just about every six months of kind of inherited a new marketing team and expanded by my knowledge, um, to the point where, you know, I get to work with 64 wonderful people and kind of adapt throughout that entire process. And so the story isn't It's not as linear that there's there's obviously ups and downs within everybody stories. But it is kind of, you know, how you roll there, right? So in the middle that you have the great recession that we had to adapt through, you know, from being kind of furloughed at the ad agency. Ah, a couple days a week. And until, uh, you know, dealing with the current code pandemic, that there's always things that kind of have to overcome. And that's, uh that's where kind of I made my namesake a za careers is driving in those periods of uncertainty.

the job responsibilities air essentially everything that has to touch marketing within Zappos, right? So effectively, you know, how are we, Um how re marketing, Right. So if you go to the website and you and you look with websites, I doubt that Cyprus guys. So that's that job. Then you have email. Uh, on top of that, you have CRM, which is customer relationship management. So how we effectively talking to the right customer at the right time? Uh, get paid social, all the performance channels on on Google, eso and then affiliates. And so affiliates are effectively people that we do. A rep share with blog's or yahoos is a big one of our affiliates. Eso they sent traffic twists and we send a revenue ship back to death. Um, also responsibilities. I mean, primarily at this level, it's largely strategy. So, you know, how do I get all the marketing team suit to go after specific customer cohort and move that cohort through the customer life cycle? Right. So how do we get a new Custer to become a loyal customer? And how do we retain that loyal customers? That's that's the That's 90% of my job is just focusing on those elements. Um, the weekly work hours depends on the time of year starting around November. I think you're gonna you should expect, especially going into retail marketing. It's it's probably 60 to 70 hours a week, but on average is about 50 hours for, you know, to be like this. Obviously there's emergencies that arise that. Would you know, the Kobe incident occurred that that jumped us back up to 60 70 hours a week to figure out How do we get customers to come back? How do we make you know, enticing marketing? Onda. How do we solve the GDP figure issues?

eso the same thing about especially within kind of digital marketing is that everybody's It's the great equalizer, right? So it's it's what you do with the tools that you're given. So you know, us versus Nordstrom. We're all gonna be competing in the same environments. We're going to see them and affiliates. We're going to see them, uh, in Facebook instagram we're all buying for for the similar customer, right? And so the challenges is acquiring that customer within, you know, realm, a band with that that that, you know, is sustainable, um, and then retaining them. Right? So that's the constant battle of a customer flow. So how do we actually get that custom to come back and get in the game again? And how do we stop them from going to, you know, um, another place we want to be that one stop shop for them. So the approach is that you have to deal with are constantly changing. So once you solve something, yeah, you're competitive. Probably learned from that. And then you have to evolve again. You have to evolve again. And so But that's the fun. Part of the job is constantly kind of dealing that. So, for example, um especially kind of during, uh, Koven instance, a lot of people actually backed off. I'm working on. And so what that did is that created a ah ah valley from from pricing standpoint. And so instead of us backing off, we saw that as an opportunity, and we won't even more aggressively in advertising. Um, that's one of the kind of the biggest things. Todo be challenges to go aggressive into these on and progressively make sure that you're hitting your KP eyes. But when everybody eggs the market, that's the time that we usually go much more aggressively. And that paid off dividends so that it's, uh, required. Ah, way more customers than we were anticipating. Uh, so I think one of the bigger lessons there is try to do the opposite of what everybody else is doing. Um, if you follow everybody, you're never really going to stand out. And so that's one of the reasons that kind of telling team don't look it, but the competitors that every day doesn't it doesn't matter. Right way need to follow our strategy and our true north and always kind of focus on what the customer wants, right? So creating that those feedback loops for the customer. So they have those inputs into to tell you. Look, we don't like this aspect. We love this aspect. And so that kind of helps guide. You were to double down and where to back out.so the feedback loops are started. Beta. Right. So, uh, any future marker right now has to be a data data first mentality on. So we create that with creating customer cohorts and tracking those cords and seem like what's changing, but more importantly, like it's not. The data gives you a black and white picture, but a lot of the nuances in the great. So I still get on the phone and call customers to this day. Um, I that spying I have a 9 30 is because I'm going to call a customer and say like, Hey, what are you liking about? Is when are you thinking about us? And I call those particular cohorts. And so, um, I call our best customers and color newest customers to see, you know, why did they pick saplings, or why are they staying with that hose? And that helps me understand the gray area and and apply the data and help direct my my analytics team to say, like, Look, let's dig in here. We think we have an issue on our mobile search, or we think we have an issue with, um, some accessibility. Is there things that nature. So let's do better there on the same side. It's always good. Just tear the customer, uh, say that you know, they love your brand and stuff like that. It feels good.