Hello, I'm Kerry Guard and Welcome to Tea Time with Tech Marketing Leaders.
Welcome back to season 13.
It's Q4 back into the school swing of things and gearing up for the holiday season palooza. Halloween isn't a thing here in the UK, at least not the same as in the US, which makes me sad. There are small pockets along the island that trick or treat. I haven't found those yet, but I'm on a mission. I hope that I can find one this year. My kids will get costumes regardless because that's just how I roll. I'm a big fan of Halloween, and oh man, I can't believe it's Q4 already.
Q4 means that as marketers, we're in full planning swing mode; budgets, KPIs, goals, it's fast and furious. So what better way to plan for 2023 than to think through your customer journey and experience?
In this episode, I finally got to hang out with Brianna doe. Brianna came across my LinkedIn when she posted an introduction about herself and her very first LinkedIn post ever. It went viral, garnering over 11,000 engagements, 35 shares, and over 1000s of comments. She now has over 25,000 followers. It’s crazy.
After reading the posts myself, I knew that I had to meet. I reached out and invited her to join the show, and she said yes. It took us months of rescheduling this and finally aligning the planets after being sick, and I'm traveling dates and just unable to get our schedules together. But we did it, and so worth the wait. What an amazing conversation around the importance of the customer experience and thinking through how you pull your audience in and take them on a journey. Brianna was a joy to speak to, and her knowledge of the subject was endless.
Brianna Doe is a marketing leader with ten years of experience driving growth and revenue and building engagement communities. She's driven over a million and monthly revenue two times the email subscribers and grew social channels by 70% for one of her customers. For another one of her customers, she developed and executed the global social media strategy and increased social media followers by 9,900. She's also the founder of soul food studio, and apparel and home decor company designed to celebrate the rich diversity embedded in black culture. I will have the link to her studio in the show notes so you can check it out. Grab a notebook, pen, or keyboard and your favorite notes app. Pop on those headphones and lean into this conversation t have with Brianna Doe.
Let's take a listen.
Kerry Guard: Hello, Brianna. Welcome to Tech Marketing Leaders podcast. I'm so stoked to have you.
Brianna Doe: Thanks for having me on here. I'm excited. It took us a while, but we got here.
Kerry Guard: Save the best for last, right? Before we get into our topic, which I'm excited to have, especially considering all the other conversations I've been having in light of this. Tell me your story. What do you do, and how did you get there?
Brianna Doe: Definitely. I work for a company called Inventables as a senior demand generation manager. So for context, Inventables is CNC, and you can make anything that you can make with shelving, tables, and signs with CNC machines. We saw that machine and the design software. I currently work for them, and what I do is map out our customer journey, all the touch points and interactions that a potential customer might have versus a converted customer, how we engage with them, where we engage with them, and the messaging that we use and avoid.
My journey has been colorful. I started in college and studied film, but I was working with several nonprofits at the same time doing just photography work for volunteering, and I fell in love with it. And I realized that with new nonprofits, there isn't a budget or direction for marketing, so everything I would need to know to help them pitch in, and the rest is history. I graduated from college and decided to pursue it full-time. I've always worn a lot of hats. This is one of my first roles to focus on and dive into a mansion, which is wonderful for me. And that's my story in a nutshell.
Kerry Guard: We’ve got some kindred spirit, this happening here and photography realm. I didn't feel the whole moving thing freaked me out. I was like, “ safe shell, please” And when people stopped staying still, I went to books to make them stay still, but I loved it. The storytelling piece and that journey piece lend a hand in the marketing side of how we speak to our customers. It's easy for all those looking to transition from their current job to a new one. It’s easy in marketing.
Brianna Doe: It’s very natural. It makes intuitive and a lot of sense. Whether you're a writer, a photographer, a filmmaker, or whatever their marketing tactics, acronyms, and all of that, the basis of it is the same: your soul crafting that story and making it resonate with your audience.
Kerry Guard: I'm totally off-topic, but this is fun. What I loved about photography that resonated with me in terms of marketing was the marriage between science and creativity; there was a clear box from a creative standpoint. It wasn't painting, and whatever was in your mind, you're going to put it on canvas, which doesn't work for me. I'm telling the story that wasn't in front of me. There was the geography of how the camera works and the science behind it to get the perfect exposure and balance and how that translates to marketing in terms of the numbers, math, and science partnering with the creativity of the storytelling. There's a lovely dichotomy there, both of those.
Brianna Doe: I've never quite put that together, which makes so much sense. That's exactly what you mean, and marketing. I love being creative, but I struggled with not having the data and analytics that go into marketing. I like having that structure. It's the same thing with photography, the rule of thirds, and adjusting like your F stop and exposure speed. There is a science to it that you can't skip if you want to improve. It's a really good point.
Kerry Guard: I love math, science, and the creativity of exploding marketing. And the customer journey is important to that. Before we get there, tell me what's going on with you regarding one challenge you currently face.
Brianna Doe: I started with Inventables back in March. It's been quite a while, but when I started, we were shifting our customer base. We have two products. Our flagship product targets hobbyist people who just want to start a new hobby or have a side hustle. And the more expensive and heavy-duty product is targeted at full-time business owners, who always focus on hobbyists. We're making this dramatic shift to focus on full-time business owners at a higher price point. It's a different pain point and challenge. It's always interesting to start a new role and learn what's already in place. You're also learning about this new segment and what comes with that falls directly in line with my job of remapping the entire customer journey. It's been a fun challenge, but simultaneously learning the product and the industry and how full-time, like how the specific segments speak about their products and businesses, and learning to create messaging that resonates with them is interesting. I've never worked in CNC before; such a unique challenge for me.
Kerry Guard: And that dovetails perfectly into what we'll talk about today: the customer experience. You mentioned nuance and pieces of that. But before we get into the nuts and bolts, what does customer engagement mean to you? I feel that it means something different to everybody else but in your lines of how you're talking about it. What's customer engagement mean to you?
Brianna Doe: It's a good question. I would say customer engagement is any touch point that you implement to foster interaction with a potential customer or customer. That could be offline that can be events, new products, it could be direct mail, or online. It can be how you speak on social, communicate with them via email, in forums, and with customer support. It's one building trust with customers while simultaneously building relationships with them, which I think are two separate pieces of customer engagement. You can have a customer who trusts your product but doesn't necessarily feel connected to it or the company. When you have both of those pieces, you have a brand champion at that point. So that's basically how I would summarize it.
Kerry Guard: I'm going to come back to that. But before I do, you talked a lot about channels and where people are, which we will return to in a second. But you'd mentioned the word touchpoint. Are those the same where people are versus a touch point, touch feels physical, tangible, versus we hang out? Am I reading that?
Brianna Doe: I know the answer can change for different people. I'd say the umbrella would be all the channels that they live in, where they congregate, what they're doing with each channel, and how they use it. And the touch points are what you choose within the journeys they already have in place and the ways they already engage on the internet and offline. The touch point is when you build out a process or a system to touch them.
Kerry Guard: That's how I was envisioning it. I want to make sure we're on the same page. So as my question goes on, we're talking about the same thing of channels being the umbrella of where people hang out versus where you engage and make that phone home moment happen. Trust versus engagement, I love this. Because if they trust you and you are in a place channel lies that you create engagement, then why wouldn't that be a touch point? So why are those separate for you in terms of trust versus engagement? Or does engagement come first, and then the trust happens?
Brianna Doe: It's three layers. It starts with engagement, then to trust, and then a relationship. An example I could give would be I exclusively shop at Ulta for all skincare and makeup, I trust them. If they release a new product, I have that extra layer of confidence in whatever they're choosing to recommend because I have had mainly good experiences with them when I'm trying new products. However, nothing about my customer experience is personalized. I do feel a number. I'm just another person they email, and I trust them. I will buy anything they told me to in an email. But because I don't have that extra layer of feeling at all, like they care about me specifically, as a customer. If I start to have a worse customer experience, it's a lot easier for me just to find something new. A relationship gives you that extra comfort, and the engagement piece ties it all together because you can't build trust or relationships if you're not engaging in a real way.
Kerry Guard: I love what you're saying too. And you're giving it from a lens of being an existing customer. So I wonder how that translates if you're not an existing customer, and it sounds like it starts with that point of engagement in the way that I've heard other people talk about. I'm curious about your point of view on this as you're not an existing customer, but you need to create that engagement to build that trust and relationship then. It sounds like you need to start with value.
Brianna Doe: I would agree. I think a lot of brands that I've worked for them. They start by pitching their product. But value doesn't just mean value that your specific product brings; it means showing how you can help that customer, which can be in various ways. It's going to depend on the industry. But if you're dealing with a potential customer or somebody who knows nothing about you, you're asking them for space in their day-to-day life and decisions; you need to earn that by showing that you provide more value than just this one singular product that they're going to buy from you. You want to be more than just a company they purchase from.
Kerry Guard: Start with the value-creating engagement and then build in that trust, either trying the product you do with Ulta or proof point, even if it's a small engagement, and then that purse happens.
Brianna Doe: They can happen simultaneously. It's not like steps one, two, or three. I've noticed that if you're working on building trust, you're probably building a relationship simultaneously. I'd say it's why I get lazy with customer engagement marketing. You can still feel trust because you're still churning out deliverables that could help them, but you're not personalizing the experience.
Kerry Guard: Personalization feels tricky because it's beyond just using the person's name. For you in Ulta, what does personalization look like for you?
Brianna Doe: With the Ulta sample, I would say they don't know any of my pain points, and they don't know why I'm shopping with them. If they keep track of my shopping trends, they're not using that data well. Personalization would look like you've taken this skincare quiz on the website; for example, we've noticed your shopping and how it relates to your skin needs. Here's what we would actually recommend. This isn't the case for all customers, but I don't care much if my name and an email or anything. I think a lot of marketers, and I used to think those two, I thought that's all I needed, like, “Hey Kerry, thanks for signing up today.” It's not real personalization. Connecting with a customer means you've done the work to understand their challenges and how what you're offering actually helps those challenges and makes their life easier.
Kerry Guard: I want to touch on this because I think it's something that's happening right now in the world. I'd love your point of view on it. Data is very personal, and we collect much of it as a brand. If we start using it to try and get you to buy more, essentially is that it's this balance between wanting to personalize the experience and saying, “We know you. We understand you. We want to help you do more of what you need.” But at the same time, it's like to what end?
Brianna Doe: It's a big question. There are many gray areas, and I used to work in Web3 and blockchain, specifically in the storage space. And that was one thing we ran into a lot, your part of the whole thing with Web3 is not to change, but part of the whole thing with Web3 and blockchain is this extra level of security. Everything is decentralized. You don't have to worry about your data sitting in a data center and being hacked. It's spread out all over the world in tiny, little pieces. And when it came to marketing, we were collecting next to no data about our customers. I couldn't tell you what company of they worked for. If they chose to, I wouldn't even know what country they were in. They had to opt-in quite a bit, and we did that because we wanted to build that trust. The data is secure. We're not keeping track of anything, and that's one end of the spectrum. From a consumer standpoint, it makes perfect sense. It feels like your data is being sold everywhere, like you say something during a call, and then two hours later, you get an ad for it. It feels very invasive, so I'm a fan of opting in. I would have to opt-in to give my information to this blockchain company and let them use it. I think that's important.
Kerry Guard: Well, that's what's happening. You've opted in, buying their products, collecting all this data on you, and then using it to further your experience because you've given them your information. They can track your buying information. You're saying, “I'm okay with that because I'm part of your brand.
Brianna Doe: Exactly. It's different; people start feeling taken advantage of or violated if they haven't opted in. If you've ever gotten an email that you just subscribed to a newsletter that you've never subscribed to, this isn't a professional term, but it feels icky and gross, to be honest. And that's the line if we're not opting in and the customer isn't choosing to give us that information, and I am not comfortable using it. I rely heavily on research though speaking to existing customers to offset that.
Kerry Guard: I love what we're talking about because going into the cookieless world and going into Web3 levers, whether we want it or not. It's happening. Whenever I listen to a podcast or log in, I look at the news Web3 is coming for us all. We figure out how to navigate it now, and it's what you're saying, “We're going to go back in time. We're going back to lead generation to a certain demand but then capture, and we have to embrace both sides, which I think is interesting when you're talking about the customer experience. So let's take a step back for a second. How do you understand your customers' experience? So for your brand, you're switching now to a more B2B centric, business owner pain point standpoint of the high ticket item price. Where do you start figuring out what that customer experience will be?
Brianna Doe: I go about it with a disclaimer that we're not a new company, so they're existing customers to speak to. It's a different conversation if it's brand new, but with our current customers, I started with what felt basic with our current customers. I started the survey of all of our customers that have purchased our higher ticket items segmented out by their main focus because we're focused on a specific type of full-time business owner. Then, over the last couple of months, I've been interviewing them like crazy. I've never interviewed so many people in my entire life. A lot of information from the survey, and then I dug into specific questions based on their responses and analyzed all those answers.
Kerry Guard: Well, wait, are you listening? Bri talks to her audience, the people. You talk to people, pick up the phone and ask them what is up. As marketers, we're so scared of this concept that we have to talk.
Brianna Doe: I know, right? We're not salespeople. Why are we talking about jobs? But it's wonderful. We have a very open customer base, which made it especially easy.
Kerry Guard: So they picked up the phone for you. They weren't scared of car numbers and they wanted to talk to you.
Brianna Doe: They wanted to talk to me. I would send out my Calendly links; they could choose time calls and book within minutes. They were raring to go. I started to see trends in their responses. I asked not just the good questions where we learned what they liked about us. But also, what were your initial hesitations before you purchased? What problems were you trying to solve? And which ones have we solved? Which ones haven't we questioned? From there, I could not use that information while I was still interviewing to put myself in our customers' shoes and approach the internet with verbiage that they would use. I walked through their journey as if I were looking for this product, and then, I walked myself through the journey as if I wasn't looking for this product but I was looking for a solution.
Kerry Guard: So you were on the internet doing searches, looking at ads, or going on the fact-finding mission as if you were a customer?
Brianna Doe: Yes. A couple that with the organic search trends. I'm looking at our competitors and their keyword trends.
Kerry Guard: I don't hear that often. It's more the research, like, “Oh, I looked at Semrush, and I dug into this. I looked at competitors and did an audit, but I've never heard somebody say no. I put myself in the customer's shoes and tried to find the product as they would. I'm sure people do it. I've just never heard it with that. I hope people do it.” But I've never heard it with that lens, which I think is so powerful when you think about it.
Brianna Doe: It’s very powerful and effective. I will thank my film school experience for that because it trained me to put myself in the character’s shoes and become the character. It's an easier way for me to build out the journey. I'm still doing all of that now, but we've built out the roadmap at this point. It's just a matter of activating the tactics.
Kerry Guard: What's one interesting thing you learned that you didn't see coming in the journey of just the fact-finding journey from the research to putting yourself in their shoes and doing the search yourself? What was an aha moment for you, specifically with our customers?
Brianna Doe: I learned one set of pain points and challenges from sitting down and doing the research. I established a priority ranking based on what I learned. Our customers we spoke to both existing customers and I spoke to potential customers in this space. They have completely different rankings and the same pain points. But what I put at the bottom was actually at the top, which was very interesting. It only cemented the idea that you can't have just research and no interviews or vice versa. I'm still wrapping my head around that because it was a complete shift from what I expected.
Kerry Guard: How does that change your strategy? Does it tweak here and there in terms of the keywords and maybe some landing page copy? Did it flip your whole strategy on its head?
Brianna Doe: It doesn't change our strategy in terms of where we're going, what we're doing for paid media, who we're going to market with, what events we're going to sponsor, or anything. It changes our messaging strategy because it prioritizes what we'll call any ideas we have for headlines for landing pages. The main focus for the website messaging is different now, highlighting those pain points they've told us about. It's a pretty big shift.
Kerry Guard: Message is an undertaking.
Brianna Doe: A lot of fun, but it's a lot of work.
Kerry Guard: It's hard to get it simple. Last words, more impact.
Brianna Doe: It's very hard. It's easy to create flowing language sounds pretty. But it gets to the point in three paragraphs, and it's very easy to do that. It's harder to get it down to a six-word headline that resonates?
Kerry Guard: It’s super tricky, but language is really important. When we initially talked, you had an eye for how you wrote it—learning what resonates from a messaging standpoint, vocabulary, slang, and developing yourself into their world. Did you find this particular audience, especially in a B2B world? It feels that it'd be very easy that we just need to use very professional language over that. But in terms of how you talk to this audience, it didn't use many of their words, which felt very key to the industry.
I feel that sometimes we talk about messaging, we want to be careful not to use acronyms or words, so we think they do, but they don't. What I'm saying in terms of almost trying too hard is that I know you, so let me use all the language you use. It sounds like you write, so I feel that there's a balance to that, I would assume.
Brianna Doe: It is a balance. It's this mix of industry-specific terms that they might not use in their day-to-day. We have to do a combination of both. For example, industry-specific terms reduce your overhead and increase your capabilities-buy an ex-Car Pro. You say that to a customer, and he's like, "I don't know what that means. Is this going to run fast and perform well? Will I be spending more money keeping it running? " What they want to know is how to save time and money. It's interesting. You can get away with using the other terms in the previous example, but if you want to take it to the next level and show that you know your customers, that's when you're talking to them as if you're in the workshop with them, as opposed to speaking at a conference that they're attending.
Kerry Guard: Save time, cut faster.
Brianna Doe: Yes, save time, cut faster. What's that office quote? Why use more words when less words do?
Kerry Guard: It's the easy button, and that happens. You've been talking to your customer and said exactly what they needed, and then I was just like, “Oh, yeah. Save time, cut less.”
Brianna Doe: Exactly. We’ll give you credit.
Kerry Guard: Please don’t. I'm more of a three-paragraph person, skipping to the end. I love that. You have the messaging. We've talked about channels a bit, but I also want to mention and touch on here. How do you measure the effectiveness of this engagement is important? The customer experience is important to the channels, touchpoints, and messaging. How are you measuring the success of the customer engagement piece?
Brianna Doe: That's a big question. We're working that out right now, and one thing we do is ask our customers. I'm obsessed with talking to customers.
Kerry Guard: I'm going to have you meet Dani Woolf. It's going to be amazing.
Brianna Doe: As soon as they purchase there, they have the option to fill out a survey. It's three questions; How did you hear about us? What are your plans with this product? A couple of options because we're focusing on a specific segment of our audience. Learning as much about that and how that's resonating. If we're getting many customers that don't follow that segment, it's important that we're doing something right because people are still purchasing, but we're not hitting it yet. Aside from that, that's what we're building out. I'd say it's a mix of to-go metrics. How are the results as we build more nurturing and onboarding flows? Are we seeing increased conversions, open rates, and click rates? But then also, when we go to trade shows, how are we doing with leads and qualified prospects? When we talk and interview more customers and as they join the Inventables team, are they expected? And also big on reviews as well? So we track our NPS scores and see how well we are promising and delivering. Are we delivering what we promise? Or did somebody purchase our product and end up returning it, or if they make a really bad review?
Kerry Guard: Where are those reviews happening now?
Brianna Doe: It’s something called AskNicely, which integrates into what we use. I've integrated it into Google reviews, and now we just have a nice review. We asked him to go over to Google and do the same thing. It's nice.
Kerry Guard: It's hard to get authentic customer reviews, in terms of how things are going where even things we do on 45 days with our customers like, “Okay, you've been hanging out with us for four to five days. How's that going for you? Because if it's not going well, let's correct it as quickly as possible. But if it is, let's figure out how we can either double down on that or take that information and find potential customers similar to you.” It's important, but getting customers to respond is hard. It's always a hard ask, in my opinion. So when they respond, I take it with a great weight of, “Oh, you spend time. I'm so grateful.”
Brianna Doe: It's a really hard ask, and this job spoils me. Because we're over-inundated with reviews every day, dozens and dozens of reasons why people don't like this or why this is great. You should do more of this. It's been really helpful. I'm so spoiled. I've never had it this easy before.
Kerry Guard: I had an interesting conversation, not on my round table, but leading up to it in our working session, and somebody asked if we've also products we don't believe in aren't very good, but we know that we have to sell them anyway. There's room for improvement on your product, but maybe you're very lucky right now that you just like a great product and a great product fit. And there's some magic happening for you.
Brianna Doe: It's been around for 20 years at this point. It's shifted a lot in terms of focus and made products. So the third iteration and one of our products are based on customer feedback. There is a level of it that just comes with time and intentional updates, which is nice. It can be hard when you have to sell a product you don't believe in or where you're learning there isn't a product-market fit, but you still have to sell it. It's a hard place to be. I've been there. I'm sure we've all been there.
Kerry Guard: In terms of measuring men and success, I wonder if there's a big conversation happening now on LinkedIn, particularly where I hang out. We bet around the dark funnel as we shift away from cookies. As we head into Web3, it will be harder to measure, especially before people opt in. How are you considering that as you think about measuring the success of your customer engagement? Are you? Is talking to your customers the linchpin to that for you right now? Or are you thinking about the long-term of how that scales?
Brianna Doe: It's a great question. It's a huge thing. Many of our customers and potential customers won't decide unless they know other people in the industry and their peers use it. They could hear about us because we sponsored a podcast or saw us on social media, but they're not going to make a single decision unless 10 of their friends use the product.
We have to temper our expectations by asking how you heard about us. You always have to take that with a grain of salt but understand that we aren't able to measure attribution fully. We're working out the details on that now because, as much as possible, you want to write and track all of it. But our hope is that we'll learn enough from the types of customers we have coming in at the end of the day, even if we can't attribute it directly to an ad or word-of-mouth marketing. We want to work specifically with cabinet makers, so if we see enough professional cabinet makers purchasing our products for the next two years, at least we're trending in the right direction. My manager says that all he cares about is if we're trending in the right direction, you're making progress, and it's just a matter of learning and pivoting from there. We are looking into a loyalty program too, because that's a nice way it's going to at least temper that people love free things and they love discounts, you can say that about just about any industry. So if you can implement that, you can track and talk social at least a bit more.
Kerry Guard: And also feels like if you had some sort of trade like a tradesman discount. If you work for trains, you get a certain discount versus buying more often.
Brianna Doe: That's a very good point.
Kerry Guard: It's a thing here. It's a guarantee, and I've been trying to take tips from the small island community living and how they do advertising. It's fascinating, but trade is a big thing. You will get certain loyalty discounts if you are a tradesman and go to certain shops. Certain tradesmen send us to certain places versus other tradesmen who send us to other places they have. Whether you're a plumber or a carpenter, they have their spots. It's all very interesting.
Brianna Doe: That’s a really good idea.
Kerry Guard: The other thing I'm wondering about for you that makes a lot of sense is a referral or partner program. Are you guys thinking about that in any way?
Brianna Doe: We are. We're building that out now because that will be huge for us. You buy the big products, and then you have to keep buying little parts called bits, different add-ons that you can keep cutting. Those will just wear down over time, the nature of the business as they're spending more, the ones whose discounts are the ones who refer to their friends. If they're already buying more, it means they trust the product. It's not a hard push.
Kerry Guard: We've touched on a lot of things today. In terms of wrapping up here, Brianna, do you have any last words of wisdom in terms of creating your customer engagement program and how to find that journey for your users and implement it?
Brianna Doe: What I would say is as much as possible, we all hear it, speak to your customers. Practice active listening, so don't just take their answers and move on; analyze the trends you start seeing. Once you feel enough to put yourself in their shoes, I'd strongly recommend putting yourself in their shoes and walking through what you think the journey would look like. It's been a complete game-changer.
I discovered channels that I didn't think would have much success for us and just took it to that next level. Implement active Listening and move from there, but couple that with research, and I will always be a fan of looking up search trends and digging in social media strategies, which is not here today. Focus on putting yourself in their shoes.
Kerry Guard: I can't help myself. My curiosity gets the best of me. What new channels have you said? Have you discovered some new channels? What surprised you? What channel?
Brianna Doe: Reddit. I don't use Reddit. I didn't think that would be a thing for this industry. Huge on Reddit, and TikTok, which is huge right now. But with the general demographic of our customer base, I didn't think it would be such a big channel for them. The last time I looked, it was one of the hashtags with 100 million views.
Kerry Guard: I heard this crazy story where somebody was trying to figure out how to fix a plumbing issue and then being a Gen X or whatever, and then a Gen Z. The Gen X went on to Google and said, "How do I fix it?" and then she went on to TikTok, and they found it faster because they went on to TikTok. It's becoming a big search engine for how to do things and this fits right in with what you're talking about, but that makes a ton of sense.
Brianna Doe: It does. I saw that on LinkedIn the first time I heard it, but TikTok is becoming a search engine. I didn't realize how often I was doing it. It's just such a natural transition.
Kerry Guard: I've stayed away from TikTok because I'm afraid I will get stucked in.
Brianna Doe: Yeah, don't do it. As somebody who's on it too much, and had to put a screentime cap on my phone. Don't even start.
Kerry Guard: I love it. My husband's into it. He's like, you gotta cultivate it. You got the right content. I'll take your TikTok, and you're just going to send me great videos, and I'm good. Between you and my friends. I have my own.
Brianna Doe: Curate your own TikTok feed. It's perfect.
Kerry Guard: Brianna, I'm so grateful we finally made this happen. It was great. Before I close out here, I have my people's first question, just a chance for people to get to know you beyond being the videographer and marketer you are. Are you ready?
Brianna Doe: I am ready.
Kerry Guard: First question for you, which may be easy because you've had the travel bug lately, and you are off and running. But if you could travel anywhere in the world without COVID restrictions, log lines, vaccinations and testing, and all the things that hold us back, where would you go and why? Or maybe you've already been?
Brianna Doe: I haven't gone to Ireland. It looks like just the sweeping hills and the food. I've been looking at Airbnb there because we plan to go in the next two years. It's just gorgeous. It looks so open and beautiful. How about you? Where would you go?
Kerry Guard: Ireland is on my list. I want to see Scotland. It's beautiful. It's all right there. I just gotta get across the channel. I also have Northern Europe on my list. I want to go to Amsterdam, Brussels, and the Nordic. I've always been south in Europe, Spain and France, and Italy. Let's go north.
Brianna Doe: That sounds beautiful. Great trip.
Kerry Guard: Let me know. Expect tips to be great.
Brianna Doe: Of course. I take detailed notes for itineraries.
Kerry Guard: Brianna, this was amazing. Thank you so much for joining me. You don't understand this has taken us, like, the first time we talked three months ago.
Brianna Doe: Yes. I think you just looked at that. It's been a while.
Kerry Guard: But we made it happen, and maybe we'll make it happen again now that we're in the groove.
Brianna Doe: Exactly.
Kerry Guard: I love it. Thank you so much.
Brianna Doe: Thank you.
And that was my conversation with Brianna Doe. You can find her on LinkedIn. She shares career advice and experience. If you've recently been laid off and are looking to spruce up your resume and find your footing, definitely reach out to Brianna. She is on a mission to help folks find their next opportunity. Her link is in the show notes.
Thank you for listening to Tea Time with tech marketing leaders. If you enjoyed this conversation with Brianna, be sure to like, comment, subscribe, and share.
This episode is brought to you by MKG Marketing the digital marketing agency that helps complex tech companies like cybersecurity, grow their businesses and fuel their mission through SEO, digital ads, and analytics.
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Brianna Doe is the Senior Demand Generation Manager at Inventables with a proven track record of building deeply engaged communities and driving demand & revenue. An analytical marketing leader with a creative background, her specialties are content marketing, social, paid media, and marketing automation.