Facility Management Marketing Podcast
Welcome to the Facility Management Marketing podcast, hosted by Javier Lozano, Jr.
In this podcast, we focus on the latest marketing (and sales) strategies and techniques specifically tailored for the facility and property management industry. Our goal is to help IFM professionals in these fields grow their businesses and stay ahead of the competition.
As a facility or property management professional, you know that marketing is a crucial aspect of any business, and the facility management industry is no exception. But with so many new trends, strategies, and digital platforms, it can be overwhelming to know the best approach to market your facility service company.
How do you use marketing that is aligned with sales and revenue to grow your FM business today? How does marketing grow your sales pipeline? How does marketing generate hight intent, quality, leads? How does marketing make your FM or PM business a category king or queen?
In each episode, we dive deep into the world of facility management marketing, discussing topics such as lead generation, social media, search engine optimization (SEO), and more.
We'll share tips and strategies for attracting potential clients and growing your business, as well as provide techniques to maximize your marketing dollars at industry trade shows and events like Connex, RFMA, and SPECS.
If you're tired of sharing leads generated at trade shows and conferences and want to have your own leads, found through a Google search, Google ad, social media (such as Facebook, LinkedIn, Instagram, and Tiktok), or some other form of digital marketing, this podcast is for you.
Join Javier on the Facility Management Marketing podcast as he helps you navigate the world of online marketing and grow your facility services company. Tune in for valuable insights, tips, and resources to help you succeed in your facility and property management career.
Facility Management Marketing Podcast
Scaling Your Facility Management Business through Effective Marketing Leadership
What if the secret to skyrocketing your facility management business in the digital age lies in your marketing leadership? That's the intriguing question we tackle in today's episode. As your host, Javier, I lay out nine key traits that make a badass marketing leader, illuminating how these qualities can transform your business. Whether you're looking to join a team or step into the role of a leader yourself, this deep-dive is packed full of invaluable insights.
Have you ever wondered why the perfect balance of data and creativity can make or break your marketing strategy? We explore this fascinating concept further, emphasizing the merits of a player-coach approach, and the importance of execution. Celebrating successes is also brought to the fore, shedding light on how this simple practice can inject fun into your work environment. Being a marketing leader isn't about playing it safe, but embracing risk, agility, and the ability to quickly rectify mistakes. That's your ticket to success.
Wrapping up the episode, I extend an invitation to all facility managers to subscribe to our email list. This is your golden opportunity to stay updated on the latest marketing trends and strategies. We're launching a series of webinars and courses tailored to help facility management companies leverage marketing for business growth. Subscribing is entirely voluntary, and opting out is as easy as clicking a button. So, brace yourself for a transformative journey and elevate your organization to new heights!
What's going on, everyone? Welcome to another episode. I'm your host, javier. Today, I'm going to be covering nine qualities of a really badass marketing leader. So you're probably asking yourself how to successfully grow a facility management company in today's digital age while still remaining profitable. You know that marketing should probably be in the mix, but you may not know the best approach, the new strategies or which digital platform is market on. So how do you use marketing to grow your effort business today? That is a question, and this podcast will give you the answers. My name is Javier Lozano Jr, and welcome to the facility management marketing podcast.
Speaker 1:And so this is interesting because here's the thing. I've said this before. I'm going to say it again I don't feel like the facility management space, and the property management space for that matter too, have top-notch marketers. I'm not saying that there is like their chumps. I'm not implying that. I'm simply saying that some of the best marketers are in the SaaS space and the technology space. They're in different industries, and so I feel like in this industry, there's not as many. Now, if you run a CMMS, that's going to be different, because you're technically a SaaS okay, you're a software as a service, and if you're, you know something else I don't know. You know that uses tech. You're in a technology space, you know slash, saas again.
Speaker 1:So where I'm getting to is that I'm going to give you kind of nine qualities or characteristics that when you're looking to basically either A become a marketing leader like a VP of marketing or CMO, or B join a marketing team with a marketing leader okay, so don't just not just joining in as the marketing coordinator and reporting to the CEO or reporting to the sales manager or the director of sales, but like legit reporting to the CMO or the VP of marketing. You want to look for these nine things. And so you know I didn't write this down, but when I saw this, I'm like this is actually really good content that I should probably be sharing, because there's things that I think that I'm amazing at about these nine qualities and characteristics and there's some things that I'm like man, I could probably improve in this area, and so really it's it's, it can be both. So my suggestion here is that use this as one of two things as building your career, a stepping stone into establishing yourself as a leader in the facility and property space for marketing, or as if you're interviewing for a position and you are, you know, talking to a, you know, a CMO that you'll be reporting to, or whomever, then this is your opportunity to be like all right, I'm going to use this as my litmus test, okay. So, number one, you got to protect your team's time, all right.
Speaker 1:So great leaders know that deep work is crucial to creativity and productivity, and so great marketing needs a ton of focus. And so here's the thing I'm not a big fan of meetings, okay, but as a CMO, guess what? I have to be in meetings because there's decisions in there that have to you know, that have to happen where you know. Maybe it's me meeting with our SVP revenue, or maybe it's me meeting with our CTO, but these decisions are dictating future things for the company when it comes to, like, a positioning or messaging or a marketing campaign or a strategy or a new approach, whatever that is. But what I don't like to do is I don't like to fill my team's time with just unproductive stuff. So here's a great example I've got a designer and he designs emails for us, and essentially he's designing emails on a weekly basis.
Speaker 1:Ideally, I'd love for him to have this all batch created and then I could just like launch as they, you know, as I need to. But we're not in that place right now because his plate is completely full and overflowing. But he's producing the emails in a manner that it's. It's. I'm getting them out on a weekly basis for one segment of our list in a biweekly basis for another segment of our list. With that said, he was telling me in one of the email designs he's like I spent close to eight hours on this. So I'm like are you kidding? He goes no, and he goes like that's what I'm anticipating to be. Spending is basically an entire day for this email design. I go, I'm like Dylan, you can't do that. And he's like why not? And this is not a knock on Dylan whatsoever, he wants to give me the best right.
Speaker 1:I go our previous designer would be able to patch, create 11 or 12 emails in roughly, you know, six, seven, eight hours, I think. And he's like are you kidding? I go no, I kid you not. And I go some things. I let her like template it out so that all she had to do was just, you know, like, change the copy, change a couple of images and boom, it's ready to go. And others she had to recreate. And so I did that to save cost and time.
Speaker 1:And he's like, okay, that makes sense, he goes. Well, if that's the case, he's like what, if I give myself a limit of an hour and a half to two hours, I'm like, perfect, he goes. And then I'll show you what a two hour project looks like for an email design. I'm like that's good with me. So then we tested it and we've been doing this for like the past two weeks, I think, and this is great.
Speaker 1:And like the stuff he's producing is not any lesser quality. What he does is that you know when he's, when he's spending more time. He's that he's creating different variations of it and and trying different fonts and trying different placements and stuff like that. And I'm like I don't think that that's bad, I just don't think that we are there yet. And he's like, okay, that makes sense. So I'm trying to protect his time.
Speaker 1:And then, as we do this, I go Dylan, what is the easiest way for you to produce all this for me? Because I like to have it in figment, because it's easy for me to see, and then how you know what's easy for you to share it. And so he kind of said, this is easy. It's like you have all the content prewritten. You have all this, I go perfect. And so what I'm trying to do is I'm trying to just leverage his skill set and use his genius of work what he does really well at and so I'm trying to protect his time, and so that's very, very important. All right, so here's a little pro tip is that create dedicated no meeting days, such as no meeting Wednesdays and stuff like that. So like there are days in my week that I have zero meetings you know on my calendar, and it's usually towards the end of the week and there's reasons for that and so that I can spend time on creativity, I can spend time on execution, I can spend time on getting things out the door that haven't been done on Monday, tuesday or Wednesday. So food for thought, all right.
Speaker 1:Number two gotta have a clear vision. Your marketing leader needs to have a clear vision. You need to have a clear vision. The best marketing leaders have a clear vision for the future of their organization. All right, the vision needs to be a rallying cry that unites everyone, and I feel as though this is something that I'm very good at. I know exactly how I want to position ourselves. I know exactly how I want our story to be told. I know exactly, you know, now there are some things that are still kind of like in the gray and I need guidance from my CEO because he, technically, is the person that has the overall vision of the company. And then I have to, kind of like, put all that together and package it right and whatnot.
Speaker 1:But when I work with my team, I'm like you know, my goal is that you guys are working independently and we all have, like these goals essentially of like, hey, this is what we're trying to achieve, we're gonna try to achieve this kind of revenue and we're gonna try to achieve this many SQLs, you know, in our pipeline and we're gonna try to achieve this, and we're gonna try to achieve this, and I do these things but I go. But the ultimate goal is that we're doing X okay, and it can change quarter to quarter, it can be, you know, every half year, and so the idea here is that having a clear vision gives the entire team to be like, okay, I can get behind this. I love the direction of this. This is exactly what I'm in, you know, like this is exactly what I want to be a part of. This is why I signed up to be on your team. This is why I wanted to work with you. It's stuff like that, and I can tell you right now, like leaders that have clear vision, they are leaders that you are like I wanna go to battle with you, dude, like this is gonna be fun and this is gonna be great, so just think about that, all right.
Speaker 1:Number three they need to know how to actually execute the things too. So execution, in my opinion, is what trumps everything. Execution you can have all the fucking wildest and best ideas in the world, because I'm telling you and this is not a knock on anyone on my team, I have tons of people that be like hey, I have this idea, hey, I have this idea. I'm like those are all great, but without execution guess what? It means nothing. So execution is a really big, it's a critical piece of this, and so you, as the leader, as the marketing leader, as the CMO, as the VP of marketing, you need to know how to execute this stuff as well, too.
Speaker 1:The best leaders have a deep understanding of their craft. They can get into the trenches and be a player coach, and so they also don't become like a disconnected you know basically VP, okay, or CMO. They're not disconnected in what they're doing, like they're there and that's something like am I perfect at everything that I do? No like, do I know how to run ads? Definitely. Do I know how to go in there and take her around and see what's going on? Yep, do I do that? No, I let basically our team member who handles our ads her name's Amy I let her manage that and she's proven to me that she's more than capable of doing it.
Speaker 1:And so I'll go in there and I'll ask very specific questions. Be like, hey, listen, I'm looking at this, why is this going on, or what are your thoughts, or how should we fix this? But then there are times when I'm like, hey, we need to lower our budget because we're about to go over what our allocated budget for the month is. I'm gonna go in there and start tweaking some of that. I was just like, oh, I was gonna do that too as well too, I'm like, all right, well, I'll make some changes, and if you think we need to lower it more or I overkilled it, let me know.
Speaker 1:But you need to know also how to execute, so you may not be the expert, but you need to know how to get into the trenches, you need to know what levers the pull and you need to know how to be that player coach like all right, you're the expert here, I'm here to help you, motivate you. What do you need me to do to make you even better at what you're doing? Like it's those sort of things, so that your team can then also execute? Okay, all right. Number four you gotta make work. You gotta make things fun. You gotta make work fun, and so great leaders know that work can be tough, but they make fun and play and make very key pillars of their operating character. Like you've got to celebrate successes, you got to recognize growth, you got to make work feel like it's just a fun environment, and this is something that I try to do a lot with my team.
Speaker 1:I don't try to take credit for a lot of things, although a lot of credit does fall on my shoulders because, like you know, at this stage right now, like we're down to I'm going to say we're down to one marketing, like someone specifically focused on just marketing, but we have different members that contribute to marketing. So we have a designer that contributes to marketing. We have an ad specialist that contributes to marketing. Like, so we have a social media specialist that contributes to marketing. So, like, keep in mind that my goal is really to just be that supporter. Be like, hey, what do you need me to make? You know, to make you even better and more amazing, check out some of these ideas that I think we might want to implement.
Speaker 1:Or I was listening to this podcast and I'm not saying that you need to do this, but what are your thoughts on this? Like, what's your take on this approach? And then you know, when these things happen, then and we're like, all right, we're going to run with this and it works like, celebrate them, give them kudos. You know, say, hey, you know, thanks, amy, for helping us get to you know X amount of leads per month or per week because of you know, your, you know how you structure these ads and our team is just crushing it right now in sales. Give kudos where it deserves to be. And so I'm more happy giving the kudos to my team than I am to like, and how have you ever did this? I'm like, yeah, thanks. And so it's just.
Speaker 1:It's just one of those things like just be fun with it and, on top of that, like, laugh at yourself, all right, laugh at other people, not like in a bad way, but just laugh, like, enjoy it, be like man. That was stupid. We should not fucking do that next time. All right, stuff like that. It really changes the environment, all right. So, all right, number we're in number six already. Let me double check before. Oh, for some reason, number five is not here, so we're gonna. This is going down to eight now. Okay, so so we're going to six, all right, so, which is technically five.
Speaker 1:You need to be data driven, but not at the expense of creativity. So great leaders know how to balance data and essentially make really data driven decisions, but they also know how to use creativity to help with that as well, too, and so data should fuel your creativity, and so this is something that we use a lot in our social media strategies. There are some pieces of content that our CEO is like I don't know if I like this a lot, I go. You know what. I totally get it. I see what you're saying. However, the data is not supporting your feelings, and this is how many people have commented on it. This is how many impressions it's had, this is how many reaches it's had and this is how many shares it's had. And then all of a sudden, it's like oh wow, I never would have thought that I go yeah, neither did I.
Speaker 1:And so sometimes we can't go in here saying that we don't like a piece of content because of what we personally don't like. We need to let the data, kind of like, help us with that. Now we can get creative around what is being successful and make it even better. Like I'm all for that, but I'm not in the. I'm not like. Well, it just needs to be better than this when we have no data to make these decisions. And so where I'm coming from is that don't be afraid to say no to certain things and don't be afraid to use data to back up what you're trying to do.
Speaker 1:So creativity is important. It's a big part of marketing, but it's not everything about marketing and, honestly, like data is what's. In my opinion, data is the backbone of marketing, and then creativity is kind of like that spice. Okay, so when you're cooking, there's certain things that you like you need to have steak and vegetables and this but then if you use this spice for this, you get this and you use this spice for this, and so, like, you've got to have, like these, like foundational things, and then these other things that are like, and this is what's going to happen whenever we do this and this little thing. So, like, just make sure that you're data driven, but not to the expense of your creativity. Okay, because you don't want to be so bland, like in all reality, you want your brand to have a personality, but that personality is also being supported by data, and so, as you are putting more personality out with your brand, your company, okay, then data is going to be starting, you know, starting to get captured from here, and then you can see, like, what angle you should be playing. And so this is difficult for facility and property management because sometimes, like, these companies are very bland and boring. Okay, like there's nothing sexy and exciting about some of these FM companies. And so, if you can add creativity to this and use data to support the direction that you're going, all of a sudden you could say, hey, you know what, when we have a ton of voice like this, we tend to see this, or when we post images like this, we tend to see this Interesting. Do you see what's going on now? Now you're evaluating action and creativity with data. All right.
Speaker 1:Number six always learn. You're always learning, so your leaders should be taking the time to learn. They should be encouraging you to be learning as well, too. I mean, this is something that I do all the time. When I go into the office, I typically am listening to a podcast. For the most part, it's a marketing podcast, and there's a handful of them that I'm listening to at the moment, and then I might go in and start finding some other ones, but for the most part, I'm listening to a podcast, or, if I'm going out for a run or a walk, I'm listening to a podcast. I'm actively listening to podcasts and educating myself. I'm reading blogs. I'm on LinkedIn just scouring what people are posting and sharing. I'm like, oh, it's interesting, that's really cool, but I'm always learning, and so you need to create an environment that's okay to learn and that it's encouraged. So the day you stop learning is the day that your marketing is going to die, and so not like literally, but it's just a figure of speech. So inspire your team to create learning and bet it in your marketing org's DNA. So don't be afraid of not being an expert at everything.
Speaker 1:Be like man. This is really new. Like when Generative AI came out like to the extent of what it is right now, earlier this year, it was one of those. I'm like whoa, this is completely new. And so I've been immersing myself in learning and getting downloads and PDFs to improve my prompts and leveraging chat, gpt and finding ways I have to get better at this. I'm like man, how can I create frameworks and systems, leveraging this tool with the size of our team at the moment? Like and these are things that you know like, I'm just learning and figuring out, and it's okay. It's okay. Like, encourage your team to be like hey guys, like this is, this is all good, we're all figuring this out as we go. All right, we're building this fucking plane and we're flying it at the same time. Okay, so, all right.
Speaker 1:Number seven advocate advocates for you and others. All right, the best leaders should be the biggest cheerleaders, and so I, I love this. They should be your coach, your advocate, your mentor, and so, and honestly, like, you want to be able to, to, to be that kind of leader, and you should have a leader that is always advocating for you. So this is. This is very this is interesting.
Speaker 1:This is not a knock on my previous company that I used to work for, but my leader at the time. We did not get along very well and it was almost as though everything I did was horrible. It was never up to her standards. It was never good and she never. She was never happy and it was always criticism after criticism after criticism to the point where it was affecting my mental health and it was affecting my mood and it was carrying into outside of my, off my my personal office, into my family and it was affecting a lot of areas and it just was not good. It was a horrible relationship. All right, fast forward to now.
Speaker 1:May team months into the CMO role for ratmate completely different situation. I feel as though not just my leader, my CEO that I've reported to, but my team are like man, you are crushing it here. Great job there. I love it when you talk about this. This is great, you're able to change the right to ship on this thing Like wow, this isn't a great improvement and gives props to marketing and gives props to me where necessary. That carries a lot. I mean a lot, a lot, and so it's always better to work for someone or work with someone that's cheering you on, that is out there like helping you and coaching you, and so it's important to have that relationship.
Speaker 1:And if you're interviewing for a position and you're talking to your CMO or VP of marketing or something you're going to be reporting to Try to see if you can get this insight Like, hey, how do you manage your team? Like, how do you encourage them to do stuff to get better? Talk about these things, because this stuff matters, because you're dealing with people, and if these people is like I don't wanna sound bad saying this, like I'm sort of snowflake or whatever, but if their feelings are hurt, they're not gonna perform at the highest level, so really, in our reality, like you need to not that you can't hurt their feelings, not implying that but you need to be a big advocate for them, because if they feel wanted, they're gonna want to create even better and do more and just be a part of a team and an organization that wants them there. And that's exactly how I feel, and so it's important that you have that, because that's gonna help you get through the tough grinds or the potential burnouts that you might have, which is all normal, okay. But more importantly, it's gonna like, all right, I'm gonna get this done because my partner needs this, or like, my teammate needs this, okay, so just think about that, all right.
Speaker 1:And the last one, number eight, is the willingness to take on risks. Man, I cannot emphasize this anymore. Great marketing leaders know that taking on risk and sometimes smart risk is the only way to win big. They should be encouraging you to risk taking. They should be encouraging to take risks, celebrating your failures and specifically failing fast, all right, and failing forward and then sharing the learnings across the entire company. I am all about failing fast, failing forward, pivot move on.
Speaker 1:Like we had an agency that was running our ads for quite some time and then there would be times that they would fuck something up and I'm like, guys, listen, you're running an ad right now and it's not performing. We need this down. And like, well, it's not, we have to run it for two weeks. That's just kind of our protocol. Like I don't care, I go, I don't want this ad to be running anymore. Like this needs to be taken down now, okay. Like if you don't do it now, I will go in there and I'll turn it off myself. And then, when I show them the data, I'm like you guys don't understand, this is what's happening right now. And they're like oh, we didn't realize that.
Speaker 1:And I made it very clear to them like, listen, I don't care if something is wrong. Like, if you make a mistake, just own it, pivot and move on. Okay, I'm not gonna sit here and beat you guys up because you made a mistake. I could give a shit about you making a mistake or making a bad call or whatever. That is that's not my concern. My concern is that you keep writing it out because you have this like well, we run things for two weeks and this is how we do stuff. Like that shit needs to go. I need you guys to just be like all right, we fail fast, we fail forward, and that's it. And so I think, as they start hearing that, they're like okay, I get exactly where he's coming from. He doesn't want, just like you know, the standard operation kind of playbook. He wants someone that's agile, just like him, and it's okay to fail. Just don't do it again.
Speaker 1:And I gave them that kind of rope and like and there are times where we're a bitters both in the ass, where they would make poor decisions before running it by me, or they made poor decisions, they ran it by me, but it wasn't executed correctly, like okay, like we talked about this, but you didn't do it like this, like how we talked about, like what happened. And so you know, the thing is is that I've done this and even when I had, you know, basically you can almost say like Jeff was our at the time, like our Swiss army knife to marketing, he was kind of like doing a little bit of everything I made it very clear, like you know, sometimes he would take too much time on trying to get one thing done or another thing done. And I go, we can't be spending this kind of time. And he's like well, you know, we have to do this, this is what Chris wants and this is how we. I go, I understand, but I'm the one that's on the line, so I need this done like this, and if it's wrong, it's okay, but I need you to execute it 80% and be okay with that. And so that was a thing like I don't know what I can tell you right now, like the fact that we would pump out things quicker and get more feedback quicker and we would find out what was failing quicker and we would then be like, oh well, don't do that again. We just figured that one out, like things like that. It actually changed the culture in a sense of like, okay, it's okay to put something out that's 80% and get feedback from the market and let the market decide if it's something that's good or bad, you know, or it's okay to make a mistake. Just you know correct course and just keep moving forward.
Speaker 1:You know, recently we had an ad that went rogue in June that our old agency, you know, essentially launched and it screwed things up and in the process, the other person that we were gonna be bringing in on board to help us run ads, who's an internal team member, she saw this. She said did you approve this? I'm like, nope, I did not approve this. Unfortunately, that ad heard us for six weeks. It was launched at the beginning of June and it hurt us literally into the middle of July and it made our numbers suffer Like not good, and so that falls on my shoulders. But at the end of the day, I'm like we were doing everything we could to fix this and we fixed it at this point, but we're now in the middle, like when you're listening to this podcast we're at we're in August 23rd and it took us six weeks to fix to the point like where we're going to have like the best month in our DTC channel ever.
Speaker 1:So be encouraging, to take risks but at the same time, like if you take risks, understand that there are going to be failures in there, celebrate the failures, move forward, move on, pivot and just change directions and course correct and that's it. And just and just, and that's just. That's just part of the culture. If you do that, then people are going to be giving their bests and they're not going to be like well, I don't know, and I'm afraid, like no, no, I don't want people to be operating being afraid. I want people to be operating with a, with a sense of like all right, he's given me some leadway here. I'm going to run with this and we're going to see what happens. You know that sort of stuff.
Speaker 1:All right, here's a bonus which is, I guess you can say, your number nine is don't try to do, don't try to measure everything. Marketing leaders who try to measure everything essentially equals red flags, and so this is something that is. It's hard. I think great leaders focus on what matters and use data to inform the decision, not to micromanage their team. This one's hard like I don't micromanage my team, but I like to kind of keep a pulse on a lot of things. Be like, okay, me, is this the right direction? Now there are other things. I'm like this is just part of the marketing mix and this is all we're doing. Like I don't care what the data says, this is just. This is zero to one baby. We're like we don't have, we don't have a solution right now. This is zero to one and it's okay to have that. Okay.
Speaker 1:So just kind of keep in mind that when you're wanting to become a marketing leader, these characteristics are important and it takes time to develop and you've got to gain trust. You've got to look for mentorship. You've got to look for people to help you kind of like grow in the process. I've been fortunate enough to like where I ran a company for over a decade and I had several mentors throughout the entire stage of my life of running a company, and even today, like I don't have necessarily a marketing mentor, but I have a like I guess you could almost say like a leader mentor. That's. That helps me kind of navigate the things that are going on in my life right now with my career and that sort of stuff. But this stuff starts shaping more and more and more as you start upping the people that you hang out with, like up leveling the folks that are pretty successful, and so you hang out with more of those people. You become more successful as well, too, to the point where you're always keeping yourself sharp because these guys are keeping yourself sharp or keeping you sharp, okay.
Speaker 1:So use these tips more of like a as just a guideline of what you can do to grow, but then, more importantly, use these tips also as that, if you're going to be reporting to a VP or C or CMO, that these are characteristics that your leader has. Because if they're missing some of these things, if they're micromanaging, if they are not willing to take risks, okay. If they're not championing you, if they are not always learning, if they're not very data driven and they're like you know, like just screw that and they're like we want things to look pretty and whatever. If they're not making work you know, making work fun if they're not actually executing things and actually not getting into the trenches and do shit, if they don't have a clear vision and if they don't protect their team's time, then that's probably the company that you don't want to be working for. You want to move on, okay, so I hope this kind of gives you a little bit more freedom and understanding of kind of, in my opinion, what's important when it comes to marketing leadership. I'm not saying I'm perfect by any means. There's things that I need to get better at, but I would say, overall, I have a grasp on some of these things and it's because I would. I would attest this is to running a business for over 10 years and having teams that had a report to me, and then training these people and and like and like, being their champions and encouraging them and telling them, like you know, and all these things like this all shaped me to where I am today.
Speaker 1:Okay, so, all right, three things down in my podcast. Number one please give us a five star review If you found this podcast insightful, helpful. This is, this is how our podcast grows. It's because of you, and so if you, if you give us a review, it's kind of like helping our SEO podcasting juice right. Number two please connect with me on LinkedIn. So send me a DM, tell me, like what you're liking, what kind of topics that you will let me to cover, that sort of stuff. And then, number three, share this podcast with somebody else. I don't run ads on this podcast whatsoever. This, this podcast, has been grown organically through you. Okay, so I'm leveraging you to share with other people and that would mean the world to me when you share with others. All right, so thanks a lot, have a great one.
Speaker 1:All right, guys, thanks for taking a listen to our facility management marketing podcast secrets. This is your host, javier Lozano Jr. One other ask I've got for you guys is to subscribe to our email list. You can go to bouldermediasolutionscom slash email and that way you can get updates on some marketing trends that I'm seeing, some strategies that I'm executing and, more importantly, I'll be actually launching some webinars and training that's going to help your company use marketing strategies to essentially grow your business. We'll be doing some training, offering some courses, that sort of stuff. So you can always unsubscribe to that email list. It's no big deal, it's not going to hurt my feelings. This is more for facility managers, for facility management companies that want to grow their business by using marketing. All right, guys, thanks a lot. Have a great one.
