📞 New industry, who dis?
CJ re-lives the first deal he closed in the first 90 days at High5.
He took on the deal quarterback role by relying on his team as subject matter experts.
Changing his approach to deal-making ever since.
Guest Feature
CJ hit the sales & rap scene hard. Slingin' deals all day & laying down CJ Flows tracks all night.
Going from SDR to Senior AE in 6-months, which is incredible
He is currently an Enterprise Account Director at High5.
Deal details
What are you selling?
- Talent services
Where did the prospect come from?
- Found them through LinkedIn Sales Navigator research
Company type
- A Procurement technology company
Prospecting method
- LinkedIn connection request & personalization
Barriers to Overcome
- During the procurement meeting, only the procurement person showed up.
- No shows from the VP & Director CJ was working with. Had to get to work.
Buyer types
- VP of Talent Acquisition
- Director of Talent Acquisition
Deal length
- 5 weeks sales cycle
Episode Highlights
Note: timestamps correlate with the full conversation
Discovery: Agenda Setting Masterclass (15:47)
3 Tips for Account Executives
1. Strive for a casual text-level relationship with prospects.
2. If urgency is needed, keep messaging prospect-centric & creative.
3. Expect the unexpected in sales. Things will go wrong. Roll with it.
Watch the full conversation
Full transcript
Taylor Dahlem
Welcome back to How I Deal, where we examine a single past closed deal, how it played out that way, and provide some real sales tips straight from the front outlines that you can use in your deals today. My name is Taylor Dahlem, full cycle account executive turn content guy, and I'm joined as always by my co-host Junior Lartey, the sales dragon here at Pickle. June, what's up, man?
Junior Lartey
It's episode nineteen. I will say these nicknames are getting out of hand. However house of Dragons. Wow. Fortunately for everyone listening, this is not a Game of Thrones genre podcasts. I'd likely be killed instantly on that show. Not much of a contender, got one hundred percent flight instincts, but let's talk about sales.
Taylor Dahlem
I see you and everybody else would be murdered immediately on that show, but luckily we're in sales. A high-risk but low death rate game. A quick explainer for the episode that in case you haven't listened before, we want to essentially walk from a deal start to finish, leaving out all names, places, trying to keep them fictionalized as possible. And that will allow us to dive a lot deeper than we would if we're just name-dropping left and right. So we want to understand from the first time a prospect was stumbled upon, either the CRM Target account list, wherever it may be, all the way to getting that final signature and kicking off implementation.
Junior Lartey
Our guest today is CJ Friedrichs. Or should I say CJ flows? As his rap name goes. He was doing shows. Now, you already knows that's my poor rap attempt right there. DJ started off on the rap scene. I mean, we don't typically highlight non-SAS experience in our intro, but I think a lot of us can relate maybe not to the wrapping, but to the panera breads or the pizza pit, so I had to throw that into the intro. CJ then hit the scene as an SDR. He went from SDR to Senior AE in six months, which is incredibly fast. He is currently an enterprise account director at High Five. CJ, tell us about the rap game, but also tell us about what you do in your role today and what problems High Five solves.
CJ Friedrichs
Thank you, gentlemen. I really appreciate you having me on. I dropped the mic to pick up the pen, if you will, and I was in the marketing world for a long time. Quickly found when I immersed myself in sales that sales was my real passion. So now I use a microphone of a different kind. Joining you gentlemen on webinars and podcasts like this. As an enterprise account director at High Five, I truly am a full cycle account executive in the talent space. So it's just a little bit of a flashier way to say that I'm an. Here at High Five, we are doing some really cool things in the town space. We are an innovation on traditional staffing we proactively source and vet on a global scale. We've got saas components. We have talent technology that allows us to really capture and engage with talent. And then we can match those candidate profiles to the specific skill sets that our clients are looking for. So we're trying to change the game in the talent world.
Taylor Dahlem
I see. You just sold me on that. So hell of a job there. CJ, what deal are you walking us through today?
CJ Friedrichs
Yeah, I've got a really cool deal to talk about with you guys today. What really makes this deal special is that this deal was closed within my first ninety days in a new position in a new industry. So there were certainly some team selling components. It really came down to prospecting fundamentals. Right. I found the right people to talk to and I found a creative way to get in front of them. And I was still relatively new. So guys, if you're out there, if you're new in a sales position, don't let that hinder you from going after your goals. There are resources all around you that you can use to catapult yourself to those wins, even within your first ninety days. This company that I had prospected was in the tech space. I come from a SAS background, so I was very familiar with them. They're actually in procurement technology. They checked a lot of boxes for us. Three thousand four hundred employees, rapidly scaling. They had a dedicated talent team that had over twenty hiring managers. So that's what really caused me to compelled me to reach out.
Junior Lartey
CJ, we're going to look at this podcast a little bit different. We're going to say you've got ninety days to close a role and we'll put the pressure on as if it hasn't happened. Where do you start and how did you become aware about this company and what was the research here? Ninety days. Let's get started.
CJ Friedrichs
Absolutely. So LinkedIn Navigator is a salesperson's best friend. I hope everybody is using LinkedIn navigator. They actually have growth metrics. So I was able to very easily put together a filter that was able to sort accounts, and I was able to find accounts that were rapidly growing. Right. So this company had grown over twenty percent in the last year, seventy percent in the last two years. They had a job opening count on LinkedIn. It's so cool. You can see that the town space of over ten percent of their head count. It was actually over twenty percent of their head count, I believe. So rapidly growing have been growing the last few years still are growing. I was able to take a look at their job openings and hypothesize what roles they may be experiencing headwinds with. I was able to do that by looking at the number of applicants, by looking at how long that job was open. And so I specifically used those challenging roles. The roles that I hypothesized that they're experiencing headwinds with in my outreach efforts to really drive some urgency and say, hey, I did my research, man. I'm here for you.
Junior Lartey
So, ten percent headcount, you've got these job openings. These are all things on your list. Like, you're looking for these and you're using sales NAV filters to find companies that fit it's not really a box, but fit some of these parameters.
CJ Friedrichs
Absolutely. And then the last thing is who to talk to in the organization. Right. So that's where I was able to leverage another resource, zoom Info. I took a look at their organizational structure. They did have a separate talent entity. It wasn't lumped in with their HR team. So that to me is, hey, these guys are really keen on finding the best talent. They've got an entire department built up for that. I found their vice president of global talent. To me, that was the decision maker. I personally try not to ever waste my time in the weeds. If I can, I go right to the source. So that's who I targeted.
Junior Lartey
So if they don't have that specific rule that you say is non HR, do those kind of deals still close? Like, are they not ICP? What makes it about this specific title to be so good?
CJ Friedrichs
Yeah. Well, if you're just targeting a VP of HR, it's kind of hard to really know what their core responsibilities are. I do utilize LinkedIn for that. A lot of times I look at their previous job experiences to see what some of their takeaways were to really see, hey, if they were leading global talent in their previous position, they probably were brought on to the HR team for that. But you also could target operations people. It's just really about that research to see what they specialize in the past to kind of hypothesize what they were probably brought into this organization to help with.
Junior Lartey
Yeah, so someone could have a heavy talent acquisition background, and then they join another company with an operations role. And you're like looking through, you're like, but nobody has this talent title, so it's probably this operations person. I like that you're able to find those and piece that together just through hypothesizing what it looks like. It's really cool.
CJ Friedrichs
Absolutely. Yeah. Thank you. It's all about putting in the groundwork, putting in the dirty work before you even start your outreach. That's going to really lay the foundation for you to be as successful as you want to be.
Taylor Dahlem
So, CJ, you've got your specifics down. It sounds like you said it's a very laser-focused specific search, specific head count, job openings, challenging roles to fill, and then even a very particular person to reach out to. But at some point, like you said, you got to put pen to paper or the keyboard to work here. How did you go about getting in front of this prospect and getting your foot in the door?
CJ Friedrichs
Absolutely. The first thing I always do is try to connect with them on LinkedIn. I've tried the blind connects. I had some success with that in the past. I think people are a little bit more weary of accepting a blind request these days, having been pitch-slapped so many times. So what I like to do is I like to send a nice message with my Connection request. Hey, I'm looking to expand my network of successful and innovative talent acquisition leaders like you. Would you be open to connecting? So that was really the first step. I always like to follow them too, because I'm going to personalize my initial outreach efforts as much as I possibly can. So I do always like to reach out via email first. I like to find a personalization token or multiple personalization tokens, looking at their LinkedIn feed, looking at the recommendations. Guys, you wouldn't believe how many meetings I've got by calling out a recommendation and actually calling out the recommender's name. Impressive shout out from Junior. And then tying that back into the problem that I hypothesize you may be experiencing. So I really try to stay creative with my outreach. It's always my first step if somebody accepts my Connection request. I really just try to be more casual in my LinkedIn messaging. I do like to provide valuable resources if I can. I saw that you were hiring for these positions. I thought this article might resonate with you. Check that out, let me know your thoughts if they don't accept. I do take a little bit different approach. I like to use some of that same messaging I use in my personalized email. Because why recreate the wheel? I spend a lot of time putting together that personalized email, right? So I will send that via email as well. The really cool thing about sending those messages via email is if they missed the InMail, as a lot of folks do, they actually get an email alert sent to their personal email the next day. So it's just so many different channels for you to get in front of this person.
Junior Lartey
I think I've personally had a couple of emails that came from an email message that I just didn't see right. Because I think you can only view them through sales. NAV. Is that right?
CJ Friedrichs
No. So I've tested this. If you are using LinkedIn Navigator and you send an email through LinkedIn Navigator, it hits the recipient's message inbox as if it were a message from a friend.
Junior Lartey
I did not know that.
Taylor Dahlem
Okay, it'll say like Sponsored or something like that or in mailed, but it'll still live in your inbox with the other messages.
Junior Lartey
Got you.
Taylor Dahlem
Cool.
CJ Friedrichs
I always like to call after I send a personalized email. Guys, take advantage of that awesome resource you just put together. Right? And I specifically referenced the email in my voicemail. If they don't answer, I sent you this email at this time. Check it out. Let me know your thoughts. In this case, I used this omnichannel approach for a few weeks with no luck. Finally got a hold of him via Cold Call. My typical pitch is, hey, heads up. This is a cold call. I just want to let you know why I'm calling. If it resonates with you, we can chat. If not, it's cool if you hang up. Is that all right? So that's what I did. Hey. Yeah. I got thirty seconds. What's up? I specifically called out these three roles that I hypothesized that they were experiencing headwinds with. Instead of going for a meeting, I just asked, are you experiencing headwinds trying to fill those roles? His response was no kidding. He didn't say kidding, but you get the point there. So that really opened up the conversation. And then eighteen minutes later, he invited me to join him and wanted to invite his talent operations person as well. And then at the end of the call he goes, so what was your name again? CJ friedrich. And he goes, you're that guy I've been ignoring for the last few weeks.
Junior Lartey
I think that aspect right there. You're the guy that I've been ignoring. Any account executive SDR, that's what we hope for. If you haven't responded, if we haven't been able to get in front of you, we just hope that you just keep seeing our name and then eventually we'll bump into you and that's the memory that you have is like persistence. And maybe the messaging wasn't great, but that's okay. We're just constantly there. I love that in this cold Call too, you're coming with something very specific. It's like an offer that you have based on the account, not just based on typical problems that your company solves. It's okay to queue up a list of fifty people to just call and give them the generic pitch. But when there's these accounts you're trying to win, it's good to have this research and it's like databacked, and when you have something to pitch for them, it's like striking gold. It's very apparent that you know some of the problems that they're facing. So the nice thing on this call is he's like, hey, let's schedule another call, but let's loop in the Director of Talent as well. So what did that discovery look like and what did you learn?
CJ Friedrichs
Yeah, well, the good news is, because I had eighteen minutes on the first call, it was a completely qualified opportunity at this point, right. So that allowed us to really just dive right in. We already knew what type of headwinds they were experiencing. We could unpack that a little bit more. We could continue to build trust with both parties that were now included in the call. And you may recall, I was pretty new to the position at this point, right? I was pretty new to the industry. And so I did ask one of my colleagues who had been in the industry a little bit longer to join me in the call. He was the SME or the subject matter expert on the call. So that allowed me to take a little bit different position within those first few calls. Instead of being the subject matter expert, I could actually tee my SME up to be successful with questions and then I really just helped keep everybody on track. I was more so like the quarterback of the call at this point. I added insight where I can, where I could, but I really just let my SME go to work and we took the time to prepare as much as possible. I think it's so key for these discovery calls. You're not always going to have your questions teed up, but you need to know what information you have to get out of this first call. And so we're really a banned organization. That was our intent to get through Ban on this first call. We also needed to get the second party up speed as to what our value propositions were and how we were going to help them with the headwinds they're experiencing.
Junior Lartey
I guess.
Taylor Dahlem
CJ, walk us through maybe some of the strategy. The approach obviously Bant budget authority need time as a sales strategy. It's pretty old, pretty out there in terms of most people know what it is, but there's probably some more specific things that you're looking for in that meeting as well as what was the main problem that ended up being surfaced while you were having that conversation.
CJ Friedrichs
Absolutely. Before we even jumped into the problem, because I did have this subject matter expert on the call with me. We really wanted to position him as an authority leader in the space and as a global advisor. So we have this approach called Earn the Right. That's how we kick up the call. I'm CJ Friedrichs, here's why it's important that you took this call with me. Here's why it's important that I brought my colleague in as well because he can help you in a variety of different ways. He has even more experience than I do. So we're all here for you. I'd love to learn a little bit about you and your role in the organization, but ultimately the point of this call is to make it all about you, to learn about you. We want to make sure that our initiatives align and that we're really able to solve some of these headwinds that you guys are facing.
Junior Lartey
I love this because I think we've talked in the past about basic agenda setting, like, hey, we've got the next thirty minutes, hopefully we find some mutual ground, do you have a hard stop? That kind of stuff. But here it's more like aside from agenda, it's also the priority of the meeting, like why this is important that we're actually here. And sometimes the agenda can miss the why, whereas you're starting with the why and the agenda doesn't always need to be discussed. But if you can get to that why, I think it's really important. What was the main problem here that at the end of the call you and the SME were able to find and uncover?
CJ Friedrichs
Well, I think you nailed it, Junior. It's the why we knew that they were experiencing headwinds in their engineering department. I was able to unpack that in the qualification calls then in this one. Now why are you experiencing those headwinds? Right. Turns out that they were traditionally hiring their engineers in a fall in office capacity. Engineers guys don't tend to be the most social people. This work from Home Movement really resonates with engineers. And so they knew that the two points of contact, but they needed help. They needed some advice from us on how to convince their leadership that they should allow a hybrid hire, or even better yet, a fully remote hire for these engineering roles. And so that's where we were able to provide a lot of insight and market intelligence into why that is going to be vital. If they want to have these roles filled, then they're going to need to have a paradigm shift internally and really change the way that they're filling these roles.
Taylor Dahlem
So you had this prediscovery, that eighteen minute conversation that led to the oh shit, yes, we do have these headwinds, these problems. You then move to the actual discovery meeting, you have a couple of the decision makers or at least end users that this really affects and you're having very honest conversation. Seems like you've set the agenda well and the problems have been surfaced, but at a certain point you kind of have to put the cards on the table, show what you're going to solve, or ultimately here's how we're going to provide a solution. How did that translate, those two conversations translate to an actual demo, and how do you keep it personalized and focused from that point on?
CJ Friedrichs
Yeah, no, it's a great question. I think if you're really approaching a sales call as an advisor, you never really have to sell anything, right? You let the customers questions dictate what you need to provide as far as information regarding your own product or your own service. So we were really able to, in that initial qualification call, build up that need for this innovative technology, for this global sourcing and vetting process. A lot of organizations don't actually vet and so we had already built up a lot of interest. I think after that initial cold call, he was like, okay, these guys are doing some really cool things now in the discovery call. Let's see if they can really help us specifically. Right? And so that's where that alignment occurred. In that second call we did proceed to a demo. However, this is a very interesting demo because we didn't even have to jump into the actual interface that we have available. Our SAS component because we were already so aligned. This call was really a debriefing from their internal conversations after our discovery call. And then we wanted to see who's going to be who else do we need to get included? Right? You have a procurement team. Who's the best point of contact that we need to get involved from the procurement team? How long does the typical procurement process take? What do you need from us to ensure that this project has the best odds of successfully making it through procurement? And I think this is key because a lot of especially new sales people, they think that you have to go ABC to get to Z. In a lot of cases, that's okay. If you can skip steps, do it if the customer's already bought in. You don't have to oversell anything. You want to strike while the iron is hot. You want to kick off this new initiative as quickly as possible so that you have the best odds of implementing while everyone's still engaged and still interested. That demo call ended up being more of a hey, what's the next step called. We answered some questions that they had. We knew exactly from who from procurement. We wanted to get involved. We went ahead and booked that next call with procurement, and we knew exactly what information we needed to provide in the next meeting.
Junior Lartey
That demo stage is really unique here, because you've gotten to such a place of credibility that they're like, hey, we believe that there is a platform. We believe the platform works. Let's talk about the things that matter. And that's when you get into the procurement dicing and stuff like that. And I think that's a really cool position to get to with your prospects and your customers, where I'm not saying if you're demoing every deal, you haven't built that. I'm just saying in some instances, it's not always necessary. And I think that's really cool at this point. CJ, it just seems like this is the perfect deal and things are going really smoothly. Were there any barriers that you had to overcome?
CJ Friedrichs
We were pretty excited. Hey, we got to skip the demo step that the customer has already bought in. One thing to keep in mind is that these are the decision makers, right? So we never even had to get a real end user involved, which is great. They did have the trust already. So we get to this next call. Everything is sunshine and roses. We open up the meeting. Both of our points of contact didn't join the meeting. The procurement person jumped in on her own by herself. She was fully expecting somebody from her team, at least one of the parties to be involved. We were expecting that. And so there was a curveball thrown here. And one thing that this really taught me and reinforced is the need to anticipate the unexpected. Have a plan for when the plan breaks down. Right. I'm privileged enough to have a buddy that's in procurement. And so I've had some previous conversations with him about this. Because I want to know, when you get introduced into a meeting, what do you need to know? Because we can save our breath. We don't need to sell procurement on anything, on any of our features, on any of our functions. All that's important to procurement is we need to provide the business case. And the main reason we provide the business case is because procurement wants to make sure that they don't have something else on their shelf collecting dust that can solve the same problem that we're trying to solve. And then also, they want to know the pricing. They want to make sure that they don't have any competitors that might be more affordable or more effective. And they also want to just make sure, to put it plain and simply, that they are not getting ripped off. And so, knowing that, I went right into the business case, I went right into our pricing. I asked if they had any alternatives available that could solve the headwinds that we're trying to solve. I asked it if the pricing was in alignment with what they had anticipated or what they've gotten from other vendors in the past, and we were very easily able to check those boxes. And then kind of the end of the call was kind of us laughing about the whole situation, and then how we were all thrown into this together, and it made us even tighter and a better group. So it was actually we kind of took that unexpected curveball and spun it into a really positive at the end of the call, we actually got her involved in all of the email threads moving forward, so it became an even more collaborative environment because of this unexpected curveball. So pretty cool process.
Taylor Dahlem
Did they ever mention why they missed it? What the hell happened?
CJ Friedrichs
Yeah, there were apologies from both parties later in the day.
Taylor Dahlem
Just a mischeduling.
CJ Friedrichs
No, I thought he was going to join. Oh, I thought she was going to join.
Taylor Dahlem
Got you miscommunication. And like you said, you had to think on your feet. Salvage it turned into a positive when it could have been very poorly, or at least at the very least, extended the deal timeline a little longer when you're like, oh, let's reschedule.
Junior Lartey
Let's do this.
CJ Friedrichs
Yeah. Just be aware of the persona you're talking to. Right? Taylor that's what we really had to do. It's like, okay, we had this plan that involved all three personas. Now two of those personas aren't in the call. What is this persona? Really need to know.
Taylor Dahlem
Yeah. And they're now the star of the call, when they were probably just an addendum at that point.
CJ Friedrichs
This is really cool too. She actually had her camera off for the beginning of the call, end of the call, flip the camera on, talking to us face to face. It's always a good thing.
Taylor Dahlem
Yeah.
Junior Lartey
That is actually a barrier in and of itself. Like anyone that joins a meeting with their camera off, you have to respect their space. You can ask, hey, do you mind turning on your camera? But for the most part, I probably wouldn't. But if you by the end of the conversation, they're like willing to do that. You've made up some ground big time.
CJ Friedrichs
Yes.
Taylor Dahlem
Now, CJ, let's kind of recap the timeline here. So obviously, first ninety days is how we preface this call, but maybe what happened in between that time, like, walk us through behind the scenes, what was going on deal management wise, how did you keep this deal organized and what was kind of the general timeline from start to finish?
CJ Friedrichs
Yes. Keeping it organized is so imperative that you put as much detail as possible from your meetings and your follow up emails, shout outs to piccolo AI. I think you guys have some of the best software out there to do that. You can very easily copy and paste even snippets from your conversation to keep everything organized. But I'm a big believer in too much detail in those follow up emails because you never know how much they're going to reference those or pass those around internally, and you don't know what personas are going to be viewing that email, what might be important to them. So just put as much detail as you can in there. My final follow up email after our last meeting had over one hundred and fifty opens before this deal closed. So do you think that was a helpful resource, keeping this thing aligned, especially behind the scenes? It was huge. The other thing was the timeline got extended a little bit, so we were initially hoping for a four week wrap up. The two points of contact with the decision makers were a little ambitious when we got to procurement. Procurement is like, hey, bump the brakes is probably going to take a week longer. I just want to set clear expectations with you guys instead of me freaking out, oh man, I got commission breath. I really need this to close this month. No, that's perfectly okay, guys. Good things take time, especially in sales, especially when you have a deal that is that close to the finish line. It's really good to be friendly and to be kind of chirping their ear like, hey, I know that you wanted to have this deal closed by x, y, and Z. We're going to need this information from you. We're here for you all week. Anything you need from us to make sure that you can get that over to us, just let us know. Keep your prospect centric. So that one did get pushed a little bit longer, but that's okay. We were able to get it wrapped up in five weeks instead of four. The other key component here and. We did this in that initial discovery call is I always like to ask what's their preferred communication channel? And I like to friendly nudge them towards texting. I think texting is the best way to stay in touch with somebody while these deals are going along. And on that same note, texting allows things to be a little bit more casual, which after you've had a few meetings, I think that is super important. So we had really detailed follow up emails. We were okay with the new timeline. We kept all of our communication prospect centric to ensure that they were able to accomplish their goal within that timeline. And the last thing we did is we opened up that texted channel. So we were texting back and forth throughout the process.
Junior Lartey
I think we've talked about this in the past, but opening up the texting channel is huge. And honestly, there's probably some really great ways to do that. But in the past I've literally sent in an email, are you open to texting? At some point, maybe you just have to ask and it's going to feel a little awkward. The least they say is, no, that's the worst that can happen. But okay, let's wrap up here. What are three sales tips that you learned from this deal that you would give advice to any sales pro trying to win their own deals?
CJ Friedrichs
Yeah, sales geek to sales geek. Guys, after you've had a few meetings with somebody, remember they're a buddy now. They're not necessarily Mr. Prospect anymore. They're one of your friends. How do you text with your friends? How do you communicate with your friends? Keep it casual as these deals progress. Second thing, make sure that you're going to be creative in your messaging. If you ever do need to drive urgency and keep it prospect centric. We were waiting on some information to get this deal pass the finish line. We needed some real old information. I did stay in touch with both parties pretty regularly. However, I wasn't saying, hey, do you have those roles for me yet? It was always, I know that you were hoping to get this accomplished by this date. Does that still align with what you're expecting? If so, get us those roles as quickly as possible. We're prepared to get started as soon as we get those from you. We're just trying to make you look good. We want you to be the rock star in this organization. So keep it prospectric as much as you can. Last thing, and I said this before, but just plan for the unexpected. Guys. I'm a big believer and take up to two hours before a one hour meeting and just really take the time to be prepared. Decompressed, know who you're talking to, know what their pain points are, know if they take the conversation this direction. This is what I want to do to take control and make sure that I'm going to get the information that I need to perfect example was that call with procurement. If we wouldn't have a plan, if we wouldn't have known what procurement that persona needed to get out of that call, this call could have fell through the cracks. And I've seen deals fall apart at the procurement stage. So just plan for the plan. Have a plan. Plan for the unexpected.
Junior Lartey
Great tips, CJ, it's been great chatting with you. From the rap game to the sales team, we'll drop the SoundCloud links with the pod. CJ, thanks again for joining.
CJ Friedrichs
My pleasure. Thank you so much, gentlemen.
Taylor Dahlem
And just like that, another episode of How I Deal is in the books. Thanks again for tuning in. Once again, if you enjoy what we're putting out there or the conversations we're having, please let us know via some star ratings on whatever platform you listen to, or leave us some comments on LinkedIn or again on Spotify, apple, we love hearing from you and we love knowing, hey, what should we do next? What can we add? What can we do to make it better? But until that point, we will see you next time you.
