{"version":1,"type":"rich","provider_name":"Libsyn","provider_url":"https:\/\/www.libsyn.com","height":90,"width":600,"title":"Branding for Fast, Disruptive Growth","description":"Sara Helmy is CEO at Tribu (tribe in Latin), a 20-employee digital marketing and branding agency that prides itself on \u201cbuilding tribes for the brands that we serve.\u201d Sara, with a passion for SEO, started the agency ten years ago with about $6,000, no outside funding, no debt . . . and for the first three years, doubled-down, boot-strapped, added things over time, and eventually morphed the agency into a branding powerhouse with close to $3 million in service revenue this year. Tribu serves a diverse group of clients . . . facilitating government-supported projects (like San Antonio\u2019s 300-year anniversary celebration), B2C (Devils River Whiskey), B2B, and healthcare . . . but most clients have one thing in common: They have high, ambitious growth goals . . . and they want to be disruptive in some sense. Tribu\u2019s view of \u201cbrand\u201d is far broader than having a logo and a website. Sara includes in \u201cbrand\u201d the assets a company creates and deploys, the nurturing, the daily \u201crock pounding,\u201d the tribe growing, the follower building, and the activities compelling potential customers to sign up for email lists. Branding efforts may be for a brand that never existed before or for existing brands that are looking to \u201creinvent themselves.\u201d  Sara says that branding (and rebranding) are more about identifying and extracting value that is already there, something unique that will resonate with customers, rather than in creating something new that didn\u2019t exist before. The invention part comes in creating a new way to communicate that message. When the agency works with a new brand, there is more freedom . . . but, without an existing customer base, Sara says, \u201cYou\u2019re a little bit more blind.\u201d A brand may think it knows itself, but often, Tribu has to collect data from potential customers and focus groups to show companies how they are \u201cseen.\u201d Sara says \u201c95% of good businesses are going to choose to honor their customers.\u201d When a company already has an existing customer base, rebranding may be easier because customers will tell you who you are . . . but it is also harder because, if the business direction changes substantially, you risk alienating existing customers who got you to where you are.  In this interview, Sara offers two important business tips:  Invest in \u201cA\u201d players, because they are the ones who will solve your problems, help navigate, and help your agency grow. Plan, nurture, and control your culture . . . the health of your finances will often match the health of your agency culture. Sara can be reached on her agency\u2019s website at: Wearetribu.com \u2013 and from the beginning to this day, the onsite contact form goes straight to her personal mailbox! Transcript Follows: ROB: Welcome to the Marketing Agency Leadership Podcast. I\u2019m your host, Rob Kischuk, and I am joined today by Sara Helmy, CEO at Tribu based in San Antonio, Texas. Welcome to the podcast, Sara. SARA: Thank you for having me, Rob. I\u2019m excited to be here. ROB: It\u2019s excellent to have you here. Why don\u2019t you start off by introducing us to Tribu? What should we know? What is your specialty? SARA: Tribu means \u201ctribe\u201d in Latin. We pride ourselves on building tribes for the brands that we serve. More literally, I guess you could consider us a digital marketing and branding agency. We\u2019ve been around since 2011, so this year will be our 10th year in November. We\u2019re very excited about that. In general, that\u2019s Tribu. We\u2019re a tribe of 20 people today. When we started, we started with about $6,000. No outside funding, no debt. Just doing really good work and climbing ladders. We\u2019re still a small agency. We\u2019ll do probably about $3 million in service revenue this year with our tribe. (That\u2019s what we call our team of 20.) But in 10 years, no outside funding, no debt. That\u2019s just been organic growth by serving a whole bunch of partners we\u2019re really thrilled and excited to have every day. ROB: Congratulations on 10 years, on $3 million, on 20 people. I\u2019m sure there\u2019s days when that feels like a lot of responsibility. Dig a little deeper with the brands you serve. Is there a typical example you can give us of who you work with, what the scope of the engagement or the range perhaps can look like? SARA: Absolutely. We\u2019re actually a little bit everywhere when it comes to industry. We don\u2019t have a particular industry niche. But most everybody that we work with has really high and ambitious growth goals, and they want to be disruptive in some sense. So far, for us at times that\u2019s spanned government \u2013 it\u2019s a lot of B2C, B2B, healthcare. We\u2019re literally everywhere. What they have in common is they\u2019ve got some project or some initiative that they consider disruptive and they really want to grow it fast. More specific examples. Devils River Whiskey was one that we worked with for very many years. Travis Park, which is one of the oldest municipal parks in the United States, was one that we rebranded and revamped. When San Antonio turned 300 years old, we helped them put on that celebration. Then we\u2019ll also serve the plastic surgeon who\u2019s got really high ambitious goals, or we\u2019ll partner up with a private equity who buys companies and turns them around and plug in as their marketing partner. So we\u2019re a little bit everywhere in that sense, but what they all have in common is they want to disrupt and they want to grow very fast. ROB: It seems like that branding component of what you do \u2013 I think a trick with branding agencies can often be the \u201cWhat next?\u201d I did the brand and then the engagement falls off. It sounds like you have this pairing of people who are using the rebrand as a jumping-off point to get more aggressive overall. SARA: Yes, I would say that\u2019s pretty accurate. It\u2019s either a ground-up brand that hasn\u2019t existed before, or there\u2019s a big rebrand initiative in there somewhere. One of the things we deal with all the time is that your brand is so much more than a logo and a website. Those are assets that you created, that you smartly deployed, but brands aren\u2019t created just when you create those things. They\u2019re created through nurturing, through pounding the rock every single day, growing a tribe, amassing a following, giving people a compelling reason to sign up for an email list. When we say brand building, we mean so much more down the line than just getting a new website or designing a logo. ROB: Sure. Brand is also partly who you actually are. It\u2019s who you actually are when you are out in the market. How do you take a client who is looking to rebrand and get past who they think they are or who they think they should be and get to who they actually can be and break through with that? SARA: I love that question. I think a lot of people think when you\u2019re rebranding or something, you\u2019re creating something new. In actuality, you\u2019re extracting, with a very good strategic understanding, what\u2019s compelling that lives there. A lot of times, a partner or business will come in and tell you all about their brand, all about what they do, all about their history. I think what we\u2019re doing is inventing the way that\u2019s communicated, but it\u2019s so much more than inventing things to invent things. You\u2019re extracting something that\u2019s there. Typically there\u2019s a differentiator. There\u2019s something unique about them, and it\u2019s just hidden. When we enter a rebrand, or when we decide we\u2019re going to brand something from the ground up for somebody, we\u2019re extracting more than we are inventing what\u2019s valuable there. What is there that would truly resonate with a tribe or an audience? Who is that audience, and where\u2019s the match? So it\u2019s more extracting. It\u2019s more strategic identifying of those things, and then you build a brand around that \u2013 the more traditional, well-known aspects of it, like what it looks like, the tone of voice, the colors and the typography, and our strategy for getting in front of this tribe, or what most people refer to as target audiences. ROB: Is there an aspect of that that is easier when there\u2019s also an existing customer base? Because in some cases then the customers actually tell you who you are. SARA: Yeah, it\u2019s easier and harder when there\u2019s an existing customer base, I think. Easier in the sense that you\u2019ve got the best resource ever. You\u2019ve got customers, and exactly what you said, you can ask them and they\u2019ll tell you. Harder in the sense that if the business\u2019s goals are to substantially change, you have to consider the existing customer. You can\u2019t just 180. You\u2019ve got to love the people that got you where you are. So preserving equity and being mindful in how you do that sometimes makes those circumstances more complex than when you\u2019re starting something at the ground floor and you have a little bit more freedom to work with. But also, you\u2019re a little bit more blind because there\u2019s not a customer base that you can tap into at that point. ROB: How do you help someone when they have this conception of themselves and there\u2019s a better dimension of themselves that they actually need to be highlighting, because they really can\u2019t inhabit the brand of what they think they are? SARA: I think you show them. That\u2019s one of the most beautiful parts of the digital marketing world and living in the technology we live today. There\u2019s a way to show them. There\u2019s data, where maybe previously marketers had to fly a little bit more blind. It\u2019s super easy these days to ask a question and get a response. You don\u2019t necessarily have to always have a 10- or 15-person, immaculately sourced focus group, conducted very formally. So in that situation, you show them, and at that point you let the business decide. I think 95% of good businesses are going to choose to honor their customers. ROB: I get it. You mentioned 10 years ago, $6,000 to start; what led up to that moment, though? What led you to say, \u201cI have this $6,000\u201d \u2013 maybe you saved it up, maybe you didn\u2019t \u2013 \u201cand I\u2019m going to put it on the line to make Tribu happen\u201d? What did that look like? SARA: What a bootstrap startup, right? I was young. I was 22 years old at the time. My father had passed away, unfortunately, probably two years before that. So I had learned life is short, and I was a little bit less scared of entrepreneurship failure potential as a result. Also, when you\u2019re young, it\u2019s easier to get something off the ground when you consider that you don\u2019t have a mortgage to worry about or a family to feed at that point. I happened to be working in SEO, and I absolutely love SEO. That\u2019s the service in this world where I got my start. I was fortunate to, at such a young age, be an operations manager for an SEO division inside of an agency. The entrepreneurial itch, the combination of losing my dad and realizing that life is short, finding an industry that I absolutely loved, a field of study I was completely passionate about \u2013 it collided. Also, because I was young, I just didn\u2019t really have that much money. Hello. [laughs] So $6,000 was what I could put in. I was fortunate enough that I had a little bit of a measly extra that I could live off for that first year, really. So it had to work within that year, at least enough to get me to the next year. That was pretty much the backstory of how Tribu started. ROB: When you\u2019re bootstrapped, it\u2019s a little bit harder to decide those moments when you\u2019re going to actually \u2013 you make decisions to invest in the business sometimes, especially in the services thing, no investors. You can take the money out or you can double down on certain aspects of the business. What were some of those bets you made early to invest in particular aspects of the business that were maybe some key decisions? SARA: In hindsight \u2013 I don\u2019t know that I was doing this then; it just seemed like what you had to do when you\u2019re bootstrapped. But I think we doubled down a zillion times. I paid our staff before I ever paid myself. There were several years in Tribu\u2019s early start that I would pull enough out in terms of \u2013 I didn\u2019t get a salary. I would distribute enough that I could eat a meal if I needed to. In the meantime, there were graphic designers who were employed and we were doubling down in the sense that the money was going to that. We doubled down when we purchased our own building, probably about four or five years in. I hope I didn\u2019t fail to answer your question, Rob, and go roundabout, but I think there was a series of doing nothing but doubling down in those first three years, probably, of Tribu\u2019s life. ROB: Sure. There\u2019s an extent to which every hire is an investment into the business. Some make you choke on payroll a little bit harder than others, when you\u2019re like, \u201cWe\u2019re going to hire somebody who makes what?\u201d Then you have to say, \u201cYeah, I guess we\u2019re going to do that.\u201d SARA: [laughs] Yep. ROB: How do you make the jump, or connect the dots, then, between SEO and brand? I might see a shadow of it, but it\u2019s not a common conversation, right? Most folks in SEO don\u2019t get really excited about rebranding, except for what keywords they\u2019re going to target. How did you get there? SARA: I love that question. Honestly, I think when you get really, really deep into SEO and you start trying to guess the algorithm and what Google\u2019s up to and what it\u2019s going to change towards and what\u2019s going to be their next move \u2013 the deeper you go, the more you find that the algorithm \u2013 my theory is that it\u2019s going to go towards what is genuinely, authentically inspiring to another human being. That\u2019s what we want to show in our result when someone enters in a query. And that\u2019s what led me to, okay, brand really, really matters from SEO, if that makes sense. I think that\u2019s where the connection was made. I also think good SEO strategies, good organics, really focus on \u2013 even though it\u2019s not stereotypical in an SEO\u2019s mind, engagement rate really matters. What\u2019s your popularity? That\u2019s a very big one in terms of SEO. In order to get there, sure, you can do all these little tips and tricks and technical hacks, and it\u2019s really good to know them, but in order to get there you\u2019ve got to have some substance. You\u2019ve got to have a good brand. That\u2019s where the interest came from. I also think previously, I was very rebellious when I was young. [laughs] I did not know that I was going to necessarily love a subject of any sort in school, but I absolutely loved creativity. I know this is marketing, but business and entrepreneurship is a very good way for a rebel to be a productive person to society. So you take that and you combine that with creativity and this fortunate thing that I landed in SEO, honestly, and it all hodgepodged, and that\u2019s how we went from SEO to brand. ROB: The connection\u2019s definitely there. There\u2019s all of the parlor tricks, and then there\u2019s the conviction that eventually what Google\u2019s going to keep doing is optimizing for giving people what they want. If that aligns to who you are \u2013 the essence of the brand is who you are, and the essence of SEO is what people want, and you put those together. It ties, but it\u2019s not often in the same conversation. I haven\u2019t heard it very much. It\u2019s fascinating coming through who you are. SARA: It makes it an interesting combination for Tribu, honestly. It\u2019s a cool combination for our partners to enjoy. There\u2019s that very technical, astute digital marketing aspect and strategy, but there\u2019s also that very award-winning, strong creativity coming out of Tribu. I feel like a lot of times when partners or customers in the marketplace hire agencies \u2013 not every agency puts them in this, but a lot of agencies put you into making a choice. Like, \u201cI can hire really good strategy, really good technical stuff, or I can hire really creative stuff, but I don\u2019t know that the message is ever going to completely go as far as it could go.\u201d We\u2019re not the only agency that does this, but we do pride ourselves on it at Tribu. We try really hard to be the agency where you don\u2019t have to compromise between creativity and strategy and the digital, technical stuff that helps brands really grow. ROB: Absolutely, for sure. It\u2019s very self-aware, and I think it\u2019s important for entrepreneurs to keep in mind their rebellious streaks. I went through a profile of one sort or another this past week, and basically, I scored ultimately on this axis where it\u2019s like \u201cIf somebody tells you to do something, you\u2019re probably going to do the opposite.\u201d Another entrepreneur who was in that conversation \u2013 I think a lot of us, especially in the services world, have this acquisition fantasy that someone\u2019s going to show up someday and drop a big pile of cash on the front door and acquire your business. But most of the time, that actually ends up looking like an earnout. So someone I know who\u2019s in the middle of that had this rebellious streak, the want-to-be-the-lead-horse streak, and this particular analysis \u2013 they didn\u2019t know anything about what the person\u2019s experience was, but it said, \u201cSomething in your life is out of alignment here. At work, you are not being that lead horse that you usually are.\u201d It was because they had a boss. Have you ever contemplated this sort of agency acquisition fantasy that some of us have? Or maybe you just realized that wouldn\u2019t go well? How do you think about it? SARA: I don\u2019t know. I hope I\u2019m self-aware in that regard. What you just explained, I am so guilty of, which is like as soon as you add the boss on top of me, I\u2019m a miserable person, even if the boss didn\u2019t tell me anything. [laughs] But yeah, in terms of Tribu\u2019s future, I don\u2019t know, maybe one day there will be an exit. I\u2019m not ever going to say never. But we\u2019re not working towards that right now. That\u2019s not our strategy. That\u2019s not where our eyes are at. We\u2019re still at that phase in business where we\u2019re realizing our own best and obsessed enough with figuring that out for ourselves and especially for the people we serve. I think knowing about exit strategy, even not wanting to right now, is valuable in the sense that what you have to do to prepare for an exit makes you a better business. It makes you cleaner on financials. It makes you put together core processes that help everybody get more aligned. So we like to know about exits, and sure, we think about them sometimes because it makes you a better business, but we\u2019re not coming at it from the perspective of hoping for an exit. That\u2019s not in the plans right now. ROB: That\u2019s so key, and people don\u2019t realize it when they start to look at the checklists of especially what makes a services firm worth more than like 1x revenue on an earnout. It\u2019s all of those things. How well does this thing operate without you? How are the processes? How are the renewals? It\u2019s all of these things. Do you have a particular set of tools you have found work really well for you to store and maintain and update processes in a way that everybody knows where to look? Do you have anything that\u2019s working? SARA: We struggled with that for a couple of years when we started. Where we landed was Asana, which is our project management system. It\u2019s also where we store all of our core processes so that if you\u2019re working at Tribu, the program that everybody, regardless of your position, is working in is also the place where you can find all the core processes. That\u2019s pretty much what we landed on in terms of tools for that. We at one point had one-sheeters on everything we could think of in Google Drive, and then everybody would forget what one-sheeters existed. I don\u2019t know if that was too literal of an answer, or if that\u2019s what you meant by systems, but literally we decided to store them all in Asana. ROB: That\u2019s right. It\u2019s interesting at two levels. There\u2019s one that is the lesson that there is one place and that\u2019s where you go. You don\u2019t have to say, \u201cIs this in Drive or in Gmail or in Dropbox?\u201d, all the way down the line. I think it helps you realize why there\u2019s so many of these systems out there, but also why people switch. People switch when they can\u2019t find a way to invest enough in their PM tool to make it the source of truth. SARA: Yeah, honestly, in marketing, that\u2019s one of the things that\u2019s happening in general. There\u2019s so many tools out there, so many things you can use. I think in marketing in general, that\u2019s one of the things that makes it more fun \u2013 I like change \u2013 but it makes it harder to play. I mean, how much momentum and how deep can you get if you\u2019re changing the tool you\u2019re using every four months? We just made the decision that we don\u2019t need it to be the most perfect thing, but we need it to be a stable thing. We need it to be a constant thing. We need it to be a thing that maybe doesn\u2019t have every feature that we want, but is going to do the job really well. ROB: But commit to it. SARA: Yes. ROB: Sara, when you rewind this journey, these 10 years so far, what are some lessons you\u2019ve learned that you might wish you could go back and tell yourself to do a little bit differently, if you were intercepting yourself in that moment of the business? SARA: Oh God, so many. I think we\u2019re a great business today, but we\u2019re definitely not perfect and we have our moments in history where we look back and go, \u201cUh, we should\u2019ve thought about that one a little bit more.\u201d I think the biggest takeaway is \u2018A\u2019 players. Nothing replaces \u2018A\u2019 players, whatever \u2018A\u2019 players is to your agency. There were times where I think we compromised out of desperation. We grew too fast, like \u201cWe need to fill this role \u2013 someone get a body in there.\u201d But we\u2019ve I think learned the hard way that you never compromise on \u2018A\u2019 players. You figure out whatever you have to figure out, but get the \u2018A\u2019 players in because they\u2019re going to solve the problems. You get them in, you take care of them, and you trust them. They\u2019re going to solve the problems. They\u2019re going to help navigate. They\u2019re going to help grow. That was a big lesson learned for us, painfully at times, as we were getting to where we are today. Another lesson that I think goes along with that is \u2013 and it\u2019s the most stereotypical thing; you hear it all the time \u2013 but culture. Culture is the thing that has to be managed and taken care of and nurtured and planned and intentional and worked at. Don\u2019t just let it be a thing that roams free and gets away from you. Controlling that is so important. I\u2019ve seen times in these short 10 years where I wasn\u2019t very proud of the culture we had at that moment in time, and I\u2019ve seen times where I\u2019m like, oh my God, how can I clone this cultural moment? You can basically put those times alongside our financials, and they match. [laughs] The good times, the finances look good; the times that culture\u2019s not so great, the finances don\u2019t look so great. So \u2018A\u2019 players and culture. Those are things I would\u2019ve \u2013 it\u2019s 20\/20 hindsight, always, but I would\u2019ve put more importance on those things earlier if I could go back in time. ROB: That\u2019s another area where I think we get tempted to fake it, on culture. You feel like you need to make up some values or something like that. But it doesn\u2019t work until it\u2019s real, and you can\u2019t keep the \u2018A\u2019 players until that part\u2019s real also. A question that comes to mind right where we are right now, October 2021 \u2013 I\u2019m sure you spent at least some, if not a lot, of last year working apart where maybe you were accustomed to working together. How do you think about spreading, driving, reinforcing culture when you\u2019re not in the same place, and maybe the patterns that helped form it before aren\u2019t available? SARA: How do I answer that? There\u2019s so much to say there. That\u2019s such a great question. That was actually something that in some ways we did so excellent last year, and in some ways we did so poorly. It was such a year of learning. One of the things I think we did excellent in terms of \u201cHow did we do that and retain it?\u201d was just surprises. When you\u2019re inside an office, operating in a good culture, there are pleasant surprises that happen in your day that you don\u2019t necessarily think about because that\u2019s just your day. That\u2019s just every day. So being intentional about creating those surprises when we were all apart from each other, whether that was mailing everybody a cookie kit or something that they didn\u2019t know was going to come, but they can do with their kids and send pictures and create conversation about that maybe had nothing to do with work, but to make up for that passing hallway conversation that you miss out on \u2013 those are things I look at last year and I\u2019m like, that was pretty cool that we did that. Patting ourselves on the back, that was smart. There are other things that I look at that we did last year as we were learning to navigate remote where, now that we\u2019ve been doing it longer, I\u2019m like, we should\u2019ve done that better. Like making time to say, \u201cHow are you?\u201d, not \u201cHow\u2019s this project?\u201d And then also \u2013 and this one surprised me \u2013 I think most executives were worried about productivity drops. We had a productivity skyrocket. People could not turn it off. So something that I didn\u2019t learn, because I was actually expecting in part an opposite result, but we had to help our team turn it off. That was a surprise to us and something I think we would\u2019ve done better, or do better now, honestly. When you\u2019ve got Slack going and everybody\u2019s remote, it\u2019s so easy for someone to send you a Slack message at 8:30, 9:00, and it\u2019s totally fine to let that wait till the next morning, but you just don\u2019t want to do that to your peer, your coworker, your friend. And then eventually it just never stopped. So that was a surprise to us. ROB: Definitely, my own habit, I\u2019m a sloppy Slacker. I tell everybody involved with me, look, if I don\u2019t send you this Slack message right now, I\u2019m going to forget this thing, and it\u2019s important, but you should not respond to it if it\u2019s the weekend, if it\u2019s the evening. SARA: Of course you can read it, right? [laughs] ROB: You should just hold it right there, and when you get to work on Monday or in the morning, pay attention then. Please do not \u2013 unless I tell you \u201cDo this now,\u201d which just doesn\u2019t happen \u2013 because if something\u2019s on fire, they\u2019re already responding to it. They understand urgency. That false urgency is potentially pretty dangerous. Sara, when you think about what\u2019s coming up for Tribu and the kind of work that you all do, what are you excited about? What\u2019s next? SARA: Again, bootstrapped, organic growth. We\u2019ve had to add things over time. We recently this year formally added videography and production in-house. We were collaborating with an awesome group of freelancers and many people before to fill those needs. I\u2019m very excited about having that in-house. It makes everything else we\u2019re already offering much more powerful. And then in general, the industry, what\u2019s coming up that I\u2019m super excited about \u2013 and I think all of us at Tribu are \u2013 things like TikTok. Not necessarily that there\u2019s a new social media platform. It\u2019s more so the format change that a platform like TikTok is driving \u2013 that informal, very human, fun, relatable, just people being goofy. That type of content. That\u2019s just so exciting that brands are going to get to play in that space. As the world\u2019s moved \u2013 we talked about it when we were talking about SEO \u2013 whatever\u2019s really core and authentic to a human\u2019s heart, to those tribes, seems to be the good business move in terms of brand building as well. So to see that that\u2019s an opportunity for brands to have more fun and be lighthearted and participate in those types of conversations, to show more of their human side because of platforms like TikTok and the formats they\u2019re encouraging, that I\u2019m very excited about. I think we all are at Tribu. ROB: It\u2019s a great point. It\u2019s almost like TikTok broke all of us, in a way, because you could kind of pretend that every channel was the same if you really were committed to it, and it just breaks the narrative. I think it helps you be who you need to be on Twitter versus LinkedIn versus Facebook. It fractures everything by making more than one message. I think it helps people get channel-specific, even if they\u2019re not even touching TikTok, because sometimes it might not make sense. Maybe it always makes sense if you can figure it out. I don\u2019t know. SARA: If you\u2019re on alcohol, they don\u2019t let you play on it right now. So sometimes even if it did make sense, it\u2019s not an option yet. [laughs] But yeah, for sure. You said it so spot-on. TikTok really is breaking that format, and it\u2019s going to inspire a lot of channel specificity in marketing, which we\u2019re excited about. ROB: Especially with that video capability. Sara, when people want to find you and Tribu, where should they go to connect with you? SARA: Oh, thank you. Wearetribu.com. A little fun secret is that as we\u2019ve scaled, the one thing I refuse to change is that that contact form goes straight to my inbox. So if ever anybody wants to send in a message, I\u2019d love to hear from anybody. ROB: Fantastic. We\u2019ll get the site dialed into the show notes as well. Sara, congratulations on everything so far. Looking forward to what comes next as well. Thanks for coming on and sharing with us. SARA: Thanks for having me. ROB: You bet. Be well. Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com. ","author_name":"The Marketing Agency Leadership Podcast","author_url":"http:\/\/spinutech.com","html":"