Summary

In this webinar, we interview Jen Duguay, CX (Customer Experience) specialist at Sweetgreen, to gather her thoughts on customer experience and the success she has seen since implementing Kustomer. Jen shares that she was attracted to Kustomer because of its user-friendly interface for agents and the comprehensive customer profile it provides. She finds Kustomer’s team helpful in implementing features and praised the product’s roadmap. Overall, the platform empowered Sweetgreen’s CX team to efficiently manage customer interactions and improve the overall customer experience.

Key Takeaways

1. CX and Brand Go Hand-in-Hand: Sweetgreen’s CX team is dedicated to building trust with customers and validating the brand promise, even during challenging times like the pandemic. They see CX as an opportunity to connect with customers and be a positive influence in their day.
2. Kustomer Fit the Bill for Sweetgreen’s CX Needs: Kustomer’s user-friendly interface and comprehensive customer profiles were key factors that attracted Sweetgreen to the platform. The ability to centralize customer data and message customers in bulk improved their efficiency and allowed proactive notifications for late orders, enhancing the overall customer experience.
3. The Right Technology Optimizes Workflows: When evaluating technology solutions like Kustomer, Sweetgreen focused on metrics related to cost per contact, handle time, and other relevant data to build a compelling business case. Empowering agents with tools to optimize workflows and automating repetitive tasks were crucial in enhancing the agent experience and streamlining operations.

Transcript

Us just a little bit about yourself and what you do over there at Sweetgreen.

Yeah, of course. So my name’s Jen.

I know that everyone is dealing with a different situation in this pandemic. So I I’m happy to share. I’m actually over in Maine right now. Our office is in LA.

So I’ve been I’ve been with Sweetgreen for about six years now. I’ve seen it go through quite a bit of growth, and I am super excited to be here with you all today. I hope I can help answer any questions you might have about customer and that, in general, just love to talk about CX, so happy to be here. Yeah, I didn’t realize, you’ve been there, okay, so you’ve been there a long time in LA, so you’re far from the office.

I don’t quite beach. Yeah. We’re in New York and I’ve taken an extended vacation in Salt Lake City, Utah, skiing as much as I can. So, so awesome.

I guess that is the world in which we live. So great. Well, for those of you who don’t know me, I’m Gabe Larson. I’m the Vice President of Growth over here.

Customer, I’m gonna be playing moderator as we go through our talk track today. So, Jen, let’s dive in big picture. You just mentioned you know, CX has been kind of your passion. It’s been a little bit of your thing for a while now.

Maybe talk big picture. What are some of those big rocks or big pillars that really are your foundational beliefs around what is CX?

Yeah, that’s a good question. I could probably talk about this all day, so please stop me. If I get out of hand.

I I first got interested in being on CX just because you get such a unique vantage point in the business. Yeah. You get to understand sort of all the ins and outs, and your customers are really the most important. And I think probably everyone listening to this call feels the same way.

But I I found that it’s really about building trust with your customers doing the most. Like, you really get the opportunity to validate everything that your brand stands for. Like, everything that the marketing team does such a great job at doing every day and putting out there in terms of what your brand stands for. Things will go wrong. And so this is about, like, when things go wrong, how do you validate that brand promise and really make it right for the customer?

And I think during the pandemic and during these challenging times that we’re all in right now, it’s also kind of a nice opportunity for your team to connect with people and kinda be that bright spot in their day. Yeah. Yeah. Do you feel like I mean, I think One of the debates out there is this idea of how marketing and CX work together. Any quick thoughts on how you guys have crossed that chasm, and brought that experience a little tighter together as part of that core fundamental idea about CF? Yeah, that’s actually a very on topic question for us too, because we recently moved from the marketing team under our operations.

But prior to that, a lot of our focus was working hand in on what is the messaging to customers, and then how are we aligning that with what we’re saying on c x and making sure that the those processes are really tight. And likewise, like, if our customers are mentioning something or calling out something that, you know, is different than what we’re putting in marketing that we’re having that conversation. Just making sure that always being transparent and authentic with what we’re putting out and across all channels.

Got it. Yeah. It just seems like that is so Getting that message aligned throughout is become so important. And with these different functionalities, sometimes it’s a little bit tricky.

Right? They report somewhere else, you report somewhere Did you mention right now you reported under into operations? Is that how the structure Yes. Yes.

So one of the things that we’re working on is trying to figure out so, basically, our CX team is supporting all the sweetgreen channels, whether that be social, Twitter, Instagram, Facebook, the piece of the community piece talking with customers — k. — or support for of about a hundred and twenty restaurants. So What we’re trying to figure out is how do we like, almost our restaurant managers are one of our customers. And how do we equip them with all the right information?

Get them closer to the what our guests are saying and really form a more integrated partnership with the operations team.

Yeah, so you’re really tight with ops then. And so you mentioned about one hundred and twenty ish reps. And then one more click on that, just from paint the picture of the current situation, you’re getting mostly inbound inquiries from kind of the end user, but it sounds like you’re getting some from managers. Dominant channel or anything else about kind of the current make up of that support team? Yeah, so just to take a step back, so one hundred and twenty restaurants, but we have about a total of sixty reps and about forty of those are part time.

So a lot of people in there talking to customers, and then we also have sort of a dotted line to our social media team as well as to our restaurant managers. Yeah. One of the things that’s been helpful about customer is being able to set up those different teams.

And as we think about trying to get our restaurant managers even closer to the customer experience, we’re debating moving them as a team into customer.

Interesting. Yeah. Yeah. So so right now, we have all of our channels with customer, talking to customers, but then we also are talking to our restaurant manager sort of on the side.

And I I think there’s a good opportunity to kind of blend it and put them all in place. Yeah. That’s fun. You have kind of the dual fold there.

So this will be a great next question. And so, as you kind of try to continue to transform and invigorate your CX experience for customers, want to get into this idea of how you started to evaluate different technology providers, but maybe start with that vision. I mean, what were you guys hoping to accomplish even before maybe you started to look technology? Was it, you know, something that kind of kicked it off, or did you have a vision that you needed to transform this or that? Or why even start to evaluate different technology?

So I think that’s a a really packed question. But if I had to, you know, put myself in my time so you can go back to that time, we we this was when we started with customer, it was before we had launched our native delivery channel. And before we had launched our partnerships with delivery providers and our outpost channel, but we were beginning to create a more complex business. And So we went from having two ordering channels to now we have five ordering channels. K. And even at two, the agents had to go into all of these different systems in order to help customer. But then when something’s going wrong with the customer, they you don’t want them to be on the receiving end of somebody having to research for fifteen minutes in order to help them.

And then also, by nature, moving to delivery, and I think just the world that we’re in right now and customer expectations, we had to increase our SLAs and respond to customers faster. So it was really, like, forcing this function. We needed a simpler way to understand the customer journey, understand their specific issue, and resolve it quickly.

It. Got it. Okay. So that was some of the things that were in your mind as you started this process.

And then walk us through a little bit of that evaluation. So you have these problems, you’re kind of adding these different channels, and you start to look at the technology as part of that? What was going through your mind in this evaluation process? How did that work?

So I think I was heavily biased on the agent experience.

I’m not sure if people who are joining us today have been a a CX specialist yourself, but I have that’s my background. I’ve I’ve come from I was on c x at Warby Parker, and I know what it’s like to, you know, wanna help somebody really quickly, but then you might not have all the info at your disposal.

So a lot of the systems that we were evaluating and what we’re what we were in prior was pretty clunky and cumbersome for the agent.

And the last thing you wanna do is put your front your people who are on the front lines and an awkward position where they’re fumbling around for information. So what really attracted me to to customer was how simple the interface was for the agent and the the customer profile itself, just having access to all that information even though it seems like it should be table stakes in a lot of systems, it’s really not. Or as we were asking questions about, oh, well, can you set up x y z in the profile?

It became really clear that there would have to be a lot of custom work done in order to to sort of get that right out of the box. Yeah, I do just got a question from the audience from Thomas and said, you know, how formal was the evaluation process? Do you guys do like a formal RFP, or was it more just kind of here and there? How, quote, unquote, formal Yeah.

The that’s a good question. This was a few years ago, so we didn’t have, like, a organization wide RFP process. But we did work with our IT team and our people team just do sort of like a mini RFP. I think we had evaluated three or four other contenders.

We’re also looking for a provider for our IT and people support teams at the same time. So it’s it’s in collaboration with others, but not as formal of an RFP process, it probably would be today. Got it. Yeah. Yeah. Times have changed right away.

With you guys. It’s a good thing. Actually, a follow-up on Thomas on that. He just said, any advice on getting kind of the other areas of the org organization on the same page when you start to evaluate technology. It sounds like maybe that’s been a difficulty.

Oh, yeah. I mean, that’s a totally relatable question. I think one thing that’s been helpful for us is sharing out metrics specifically related to, like, your cost or contact or your handle time One thing that was influential for us during this time was I had mentioned we hadn’t launched native delivery. We were just we were selecting this form to really help enable customer support for that channel.

Alright. And one thing that was we were sort of blind to is the certain data points like order status or critical information that you need to help the customer. So I think really just helping helping your partners understand the true business case? Yes.

Would really help. Yeah, that business case has come up a few times I want to remind the audience. If you do have other questions, feel free to throw those in the chat box there or in the Q and A. I’ll watch either of those, Thomas, thanks for that. Question. But, yeah, the business case, you know, sometimes I’ve talked to CX leaders and, you know, it’s sometimes a little bit of a disconnect where we as sales leaders want to talk about things like maybe CSAT and the finance leaders like, hey, I just want costs down or I want more money and top line bottom line. But finding that balance and organizing it in a business case seems like a really important step to get these things through the process faster, cleaner etcetera.

So, okay, next question. So, and get the process a little bit of evaluation. Some of the problems you were thinking about looking at your current kind of legacy technology than looking at companies like customer.

What were — you know, either as as you kind of jumped onto the platform, or the things that you really grabbed to hold on during that process, that really said, hey, these are the things that are gonna make us, quote unquote, switch. Can you take us through maybe a couple of those big — Yeah. I was I was super interested in just being able to centralize all of the customer data and well placed. K.

And from the very beginning, I just remember the team making so easy for us in terms of, like, you know, our our systems probably weren’t in the best place to support that, but we were given a variety of options. Like, okay. We could do it this way or we could do it this way. We ended up taking the scrappiest route, but we got there.

So that was one of the biggest things as well as being able to message customers in bulk. Yeah. So one of the one of the processes that we have is if an order is running behind, we found it’s effective if we proactively notify customers — Oh. — rather than not only for their experience, but also it helps prevent complaints from coming in.

So that process lived outside of our CX CRM system.

And And and so how how was that done before? What you would you go into, like, your email tool Yeah. We go into our marketing email tool. We’d export all this information from our ordering system movement Oh, so very cool. So painful. Not really painful.

So just the ability to search different order criteria and customer criteria and message people in bulk has been incredibly helpful. So, yeah, double click just real quick on that last part. So now you actually are able to use different kind of pieces of to your tags and then you can be proactive. What would maybe be an example of that?

If you mentioned like an order is late, in in Yeah. So in our current environment, it’s we mostly use it for late orders, but other examples we’ve been thinking of is, like, you know, if our we we prepare food fresh from scratch every day. So say one of our suppliers wasn’t able to make their delivery and we wanna notify anyone who has that ingredient in their order. It’s really, like, additional, like, for if somebody’s already placed an order, I think it’s a really great way communicating additional information or service?

And then you’re able to, yeah, like that record is tagged, so you can say anybody who needed you know, this ingredient, or something you do a search in customer, pull up that list of people and then send it out there. So, it’s the tags, the way that that tagged all in customer interesting. Okay. Yeah.

Another example of this that we’re kinda toying around with, so we’re we’re making some changes to our loyalty program. And on our current program, we have a concierge email where customers can write into us some concierge. And so as those status and tiers change and evolve, we want a way of, like, recalling those past relationships and potentially even reengaging with those customers. So I think anyone who makes a relationship with someone on a CX team, it’s a pretty powerful memory of their experience with the brand.

So being able to reference those conversations and bring them back into the fold when you relaunch the new program.

Yes. I I I mean, that that just the being able to reference that old information makes such a difference.

But that — it’s interesting.

It’s a small thing, you know, in order but it still is a novelty, I feel like. When I get a proactive outreach from a company, it still feels like it’s — we’ve been talking about it for a while in the space, but I always am like, wow, that was awesome.

It doesn’t happen. Because the is on the floor for customer service.

Well, I didn’t wanna say that, but that’s all really something to be proactive. Wanted to go back to the the data all in one place for a minute, because that, you know, when I sit down and do these shadow sessions with agents sometimes, I’m just amazed at the Maybe it’s not frustration, but it is like the navigate to another site, tab to tab thing that it’s funky, it’s a real weird, I mean, I have a lot of tabs open in my job, but I feel bad for some of these reps. How have you guys thought about bringing some of that into that single pain of view? Any examples there where you’ve been able to stop that navigation and simplify?

Yeah, I think one really clear example is So in order for an agent in in the past world to give credit to a customer or refund an order, we’d have them navigate to another platform. So we will look that order and then add the resolution gesture. So we worked with the customer team to create actually just like a button where they can drop the credit and that was something that was super simple from a technical perspective or your team made it very easy for us.

It’s funny. Like, the it seems like that should be an easy feature to implement. But if you’re on a CX team, you know how hard it is to find these, like, optimizations for yourself. So the customer engineering team and the support team around around them have been Yeah, I can’t admit I mean, that sounds fairly simple in your, like, CX tool, you — like things like that cost a lot of money.

They were difficult, like why couldn’t you do that before?

Quick thoughts on that? I really think it comes down to just not having the engineering resources to do that. And so being able to bring on a partner that has that setup that’s like, oh, yeah. Sure.

We can do it. I mean, all of that was built as part of the implementation, but there have been additional things like we were asking for being able to pin a note at the top of a customer profile, so you could flag, like, this doesn’t happen a lot. But if somebody was abusing the system and asking for a lot of credit, we can sort of flag that at the top or, like, they’re a loyal customer and wanna make that know. But we’ve been asking for that put it in as a feature request.

At a certain point, we were like, okay, we’re we’re gonna do an SOW just ask for this, and you ended up building it. And so that went through. There’s been a couple other things. We wanted to currently, we notify our restaurant managers when they get a customer complaint.

But we’re getting a lot of feedback from them asking for more information or they didn’t really get all the information to actually resolve the issue in their store.

Okay. So we worked with your team to they created a new new workflow where, basically, it’s going to wait for CX to input all that information and then send it to the restaurant manager complete.

Got it. Okay. Well, this is spurred a flurry of questions from the audience.

Okay. So this is one here from Bethany that maybe sums up a couple She just — and I’m trying to summarize, but she basically says, look, we don’t have a lot of operational support. And every time I’ve asked for something, I never get it, Do you feel like you’ve been able to manage around that with customer a little bit better, meaning maybe I didn’t have as much reliance on operations, or how have you found that balance Bethany is saying she wants off support, she never gets it, and so she feels like she can’t really deliver the customer experience very well. Thoughts on?

And and question, can she clarify more from op support? Because my when I or let me let me get my first answer. And if it’s not answering you correctly, please clarify. That was cool.

Cindy, I totally feel you on getting that support. I think one of the things I loved about the customer environment is that I think and you can correct me if I’m wrong. But I think that it was the product was built with the the actual agent experience in mind or the manager operations experience in mind because a lot of what we wanna do, we can build ourselves.

Like, there’s certain tools like deflection that you can go in and and make your own workflows, and we can do all of that and be pretty self sufficient without having to ask for other resources from other teams. Yeah, she did say, so she actually, so thanks, Bethany. So it sounds like that is right. She followed up real quick just on workflow.

Because she does want to do multiple workflows. Is that something that managers can off to do themselves, or does that require dev work? Yeah, no, it’s Yeah. It’s I wouldn’t say super easy because I had to, like, learn it myself, but it’s I would say it’s really fairly easy for you to go in and make your own workflows, but there’s certain like, if you want it to be more complex, then the customer support team is also there to help you.

But for example, I have an operations manager and then a specialist on the team who are dedicated to finding those optimizations. So my my word of advice would be, like, make sure that there’s somebody who’s a point person on your team to really understand the customer our systems, understand how to build workflows. And there’s probably, like, an initial training with the customer team you can do, but it is fairly simple to build them. Yeah.

Yes. Just sounds like — and we’ve got a couple people piling on here — we’ve got Paul Bethany — some people clarify it’s not necessarily operations, sounds like it’s more like engineering support, like really actually building, like, the button, the button thing you kind of mentioned, like, how about a button in my platform that requires dev work and engineering or ops important. It just sounds like not everybody has access to a lot of hours from those teams — their ability to deliver great customer experience. Just any thoughts on I mean, you kind of hit on it, but any kind of last thoughts on that, and I hope I’m answering some of these question.

Yeah. I I think that as CX teams we’re used to having to be really scrappy and working with the resources that are right in front of us, So I have also been in that same position where there might not be endless engineering resources, and so we kinda have to do what’s right in front of us.

And I I will say that the customer team has been really helpful in in helping us get there. And then there’s also a lot of tools, and I’d say the product road map is also pretty impressive.

But one example related to this question is we when we were first doing our implementation and migration with customer, we had sort of a vision state of everything we want in the tool.

And our engineering and tech teams raised to us, you know, the data really wasn’t in a position to do that. So the customer team found sort of a happy workaround way where we’re sending information to customer through emails. So, like, customer emails are coming in with all the info we need. It’s getting passed through customer, updated in their customer profile.

Okay. And and now our we’re working on another version of that to to move more information over. So I’d say, like, don’t get discouraged, start small. It really does help right away.

Then you can always build from there. I like that. It’s kind of that crawl walk run strategy, but you’ve definitely hit on a pain point working with that you’re hearing. So So maybe maybe let’s dive into this migration for just a minute because as I read some of these comments from from the audience.

I think there’s apprehension there, because it does feel like we’ve all been there. When we’re talking about a customer service technology, platform. It’s not — this isn’t an app on the iPhone that I just delete and add back the next day, and there’s some work to be done, and it can be a little scary time. You’ve just kind of mentioned how you thought about that migration process.

Anything you’d add is people think about that a scary thought of, you know, actually making the switch and moving data and training people and it sounds hairy.

Yeah. I’d say so I think I mean, the the implementation team was with us for a long time. I think we like, sweetgreen was we we were dragging our feet a little bit, so apologies, cape.

But they they stuck it by us, and I think we had many conversations of, like, okay. Well, ideally, we wanna do it this way, but ultimately where we landed was like, this is gonna be a way to integrate with customer that is not going to be incredibly burdensome on our engineering team, but it’s gonna get us where we need to be in order to launch the delivery channel. So I think it’s just about I think as a CS leader, you just care about setting your team up for success, and you just don’t want them to be blind to any information or blocked in their workflows.

And in reality, like, the team is gonna help you make sure that when you launch, none of that is is happening. And then from there, I think it’s about just working with your tech team and making the business case for, okay, well, if we move this data point in, then it’s gonna help improve our cost per contact or Csat.

But so just start small and you are probably are already doing the right thing by by putting your team first thinking about their experience? Yeah. Do you feel like I mean, it sounds like the data, you were able to pick the right pieces that you wanted and work with both your team and the customer team to kind of just find the right balance. You started small and we’re able to work through it, but any big lessons learned on kind of that, that migration of the data portion of it?

I have I have to think because I think it really was about what you’re saying, like, being okay with starting small, knowing that, like, even if there’s still some pieces of information that we access outside of the tool. Yeah. But, like, that’s not the end of the world. We’ve still been able to optimize.

I think our biggest thing was and I can’t I can’t say for sure, like, what our handle time was pre customer and post customer. But I will say that, like, we offset a lot of the complexity by moving over to customer. So Great. Great. And do you feel, any other click on with the team? I mean, you obviously work with multiple people over here, thoughts on working with the customer team and how that ended up working out?

Yeah, they’ve been really great. I think the implementation manager that we had was so good at her job, like, such an expert, really help get us set up in the right foot, and then even post I think what’s important is, like, you don’t want somebody that’s gonna go away right when right once you launch and then it’s like, you don’t have access to them anymore, but we have constantly tapped a customer team to be like, oh, can we learn more about your chatbot? Can we learn more about deflection? And I really see them as, like, a team of advisors that they’re willing to hop on the phone with us and chat about how to optimize and continue to improve.

Great. No, that’s always good to hear. So last question, then we can go to just a couple of questions that I’ve been I’ve been ignoring, but we’ll get to those. Big picture, any last advice for people who are considering customer over these traditional ticketing systems. To kinda throw out there?

So one thing that actually just popped into my head that has been a new advantage is that I’m not sure if any of your team’s managed social of, but we do manage Instagram, Facebook, Twitter, and a lot of other systems don’t have an Instagram integration. And so that’s something I know it’s newer for for customers, so I I know that there’s a little bit of process to get onboarded with it, but it was it was super simple and it’s allowed us to really like, before we couldn’t even track our volume on Instagram on DMs or comments, how long it was taking us. So it was this huge blind spot. And now

it’s a channel within Instagram. This has been super helpful. I love it. Love it. Okay, great.

Okay. Well, a couple audience questions, and then we’ll let you get back to your day, Tom.

The first one is by Paul here, it’s the business case. Any double click on the business case as to what went in there to convince leadership to really double down on a platform, kind of a new modern platform. Paul says he’s been struggling to kind of convince the leadership team and wondering if there’s tips and tricks in that business case?

Yeah. I think just understanding what your current cost per contact is and the handle time and then find, like, those outlier workflows that you know cause a lot of for your agent and friction for the customer. And what I found was helpful. I don’t know if your leadership team is visual, but you think it’s all about numbers, but then you go and you show them a workflow, and it’s pretty, like, you just show them behind the scenes of this is all the steps that we’re taking.

Yeah. And this is how it’s impacting customer, that that was really helpful. I think we had a few people go, oh my god. I didn’t know you were doing that.

Yeah. Yeah. I like I like that since because a lot of people go to the number, but you’re right. They can fill it and taste it and touch it, that makes you think of it.

So we have a question for Mary. She just said, I love your focus on kind of the agent. So many people talk about looking at the customer experience, but you talked a lot about how you kind of looked at things for the agent. What was your favorite agent aspect in the customer platform?

Thanks for that question. That’s a great question. I I feel like you have to put your agents first. If you make your your team happy, your customers will be happy, and I think just more and more that’s definitely been on my mind.

Honestly, I’d say being able to edit our own workflows and stand up deflection. Like, there’s a lot of tools at the team’s disposal. So I tried it. I think customer is empowering for them, and I also try to empower the team Like, if we all of a sudden get a spike in a certain contact type, like, say the the marketing team ran a promotion and all of us then there’s a ton of contacts about that. The team is empowered to not just feel like, okay. I have to go out and respond to these hundreds of people all at once and keep our response times, but they can think creatively about can we stand up an FAQ and the customer can self-service? Or they they have full control and to the earlier point, it’s not like they need another person on another team to them make that change.

Yeah, that’s so empowering. That makes a huge difference. Okay. Our time is all this up, I want to get to this one more. Justin just asks about AI you know, big buzzword in the space, you mentioned you didn’t hit on it too much. Is that something you guys are really considering? You believe in using more artificial intelligence.

Definitely, it sounds like a lot of automation and workflow stuff, I would say, Justin is part of the sweetgreen kind of purview. But thoughts on AI, do you recommend that, or ways you’ve seen it to be effective? How do you take that. Yeah.

Some people do it really well, and I think we aspire to get there. So one of the things that we we haven’t, like, fully jump there yet. And I think this gets back to the data question. So our team is actively working on sending better information to customer And the hope is that once we have even more information there, we can build really thoughtful and helpful self-service and automation.

We wanted it’s like the art and science of it. You want to not take away from the customer experience by creating a robotic flow or something that really doesn’t resolve the issue. And then finally, they just get moved to an agent.

So I think we’re being, like, really picky with when and how we actually do AI, but for things like, you you know, something was missing with your order. Like, I think I personally think that’s something that the customer would rather just solve themselves and and just get help right away. Yeah. So we are definitely trying to dip our toes in there, but haven’t gone all the way yet.

Yes. And this may fit into this. This will be the last one. Thank you so much everybody for the questions.

It’s been so much more Interesting. I love — I love the question. So I’m going to try to get this last one — falls into kind of an AI thing maybe. What new initiatives this week, are you most side about CX related or non CX related?

Sounds like we’ve got just a sweet green fan out there. Oh, awesome. So glad to hear that.

So I am really excited about, I think, just opening more restaurants than going to new markets. We were able to open this past year in Austin and Denver and Miami, and it kind of like, you just for customers to experience your brand for the first time. That’s super fun for us on the CS team, and they’re all excited about the food, and it just it’s really refreshing, especially in this pandemic environment. So I think just being able to expand our reach has been something that’s really exciting both for myself but also for CX team. Yeah. No, that’s exciting. I know one of my colleagues in Denver is keeping your Denver store in business example.

And I know the team is also keeping us in business. That’s right. That’s right. Awesome.

Well, thanks everybody for joining. Jennifer, if someone wanted to continue the dialogue or reach out to you LinkedIn. Is there a way LinkedIn best way to be Please. If any other questions come up, reach out to me on LinkedIn.

I think my name is spelled wrong here. It’s just Jennifer, j e n n I f e r, but my last name is Ed dougie.

I really would love to meet you all and help answer any more questions that you have. Awesome. Alright. Well, everybody, thanks for joining, and have a fantastic day.

Thank you.