Introduction
Is thought leadership just a trendy way to post on LinkedIn? Or is there more to it?
In today’s fast-paced world, understanding the real deal behind thought leadership is critical.
Are you just another voice in the crowd, or are you truly the one steering the conversation that shapes your industry?
Join Mikkel and his guest, Susanne Wellington-Hansen, Senior Communications and Marketing Manager at Ramboll Energy. They dive deep into the transformation of thought leadership—from tech roots to mastering socio-political conversations.
Susanne shares how to ignite thought leadership across diverse channels and measure its impact. Plus, she reveals the secret sauce: finding passionate trailblazers in your organization to drive conversations and boost brand perception.
This isn’t just talk—it’s about embodying values, tackling pain points, and charting the future of your industry.
Don’t miss this energizing episode! Hit play for actionable insights on revolutionizing your thought leadership and skyrocketing your B2B marketing game.
What You’ll Learn
1. How thought leadership has evolved beyond LinkedIn posts.
2. Shifting focus from technical expertise to societal impact.
3. Different methods to activate thought leadership effectively.
4. The importance of aligning thought leadership with commercial strategies.
5. Strategies to engage and leverage passionate thought leaders.
6. Measuring the impact: anecdotes vs. hard data.
Episode Transcript
Introduction and Guest Welcome
Today’s episode is pretty special because usually, for those of you who’ve been listening along the way, you would know that it will just be me rambling basically about whatever topic that I just found interesting that particular day. But today we’ve tried to do something a little bit differently. We’ve actually invited someone who knows what they’re talking about, not just me rambling. We’ll try and invite what I would call top marketing voices or top marketing decision-makers in B2B companies. Today is absolutely no different. We have Susanne Wellington-Hansen in the studio, in the online studio and Susanne, you’re the Senior Communications and Marketing Manager at Ramboll Energy. Welcome to you! Thanks a lot Mikkel, thanks for inviting me.
Discussing the Evolution of Thought Leadership
In the talk that we had before recording this, we talked last week, we were talking about thought leadership then and now. And I think when most people they think about thought leadership, they think purely sharing your knowledge, I would probably say on LinkedIn. It seems to me that that is the very niche way of thinking about thought leadership, that is do you share your knowledge on LinkedIn posts and that’s it? Susanne, can you take me through what have you experienced the development of thought leadership over the course of well, your career up until now? Mikkel, you might think that thought leadership is old wine in new bottles, but then again it’s not at all, I see big differences between then and now. I think, yeah, I’ve been working with thought leadership for for many years maybe even before it became a concept I think. And back then it was very much focused on technology and how to optimize whatever technology you’re into. Now where we are an architectural engineering and consultancy company, so of course we have a big focus on technologies, so that was the biggest focus of thought leadership. But today I think that public affairs has entered the scene so you have a huge focus on society agendas. So it might be decarbonization for net zero, or today it’s actually very much about resilience and about competitiveness. So you feed into those agendas today. So I think the focus has shifted… So the focus has shifted from being purely a technical, very niche – that kind of you know what you would expect to learn at a university basically and then now to holding that against the political and geopolitical agendas. Exactly. Okay that’s really interesting I think. Why do you think that happens?
The Role of Societal Agendas & Activation Methods
Yeah I think it’s part of being thought leaders that you have to expand and be relevant for society so the other thing is just what’s expected of you that’s just being an expert but this is sort of next-level expertise that you can feed into those society agendas. So I think that that’s the reason. But there’s also another big difference I think and that’s the activation part. You talked about LinkedIn right? I think that back then we also practiced thought leadership and that was very much from the stages of professional conferences. That was our thought leadership back then and then we talked about these technologies onstage but today you can activate thought leadership in many different ways. And LinkedIn is just one of them. But I think other elements are also being part of partnerships. Forming partnerships. That’s hugely important. It’s client engagements and difference, in different ways whether you host it yourself, or you have events together with industry associations, then there are lots of ways of activating thought leadership and not just LinkedIn.
Clarifying the Concept of Thought Leadership
In your experience, is this the general way of viewing the concept of thought leadership is it just me, who’s got my you know, blinders on and only basically seeing this LinkedIn agenda thought leadership. Or is that widely acknowledged that, you know, industry events, partnerships, knowledge, sharing in basically at a meeting room with a partner? I think it’s, I think it it has developed over the years. So so so you might be, I would say stuck a little bit in an old perception of what what thought the leadership is. Yeah, I think that that has developed, so you have to be part of those big events like the COP or New York Climate Week, or whatever and form those partnerships. And then activate it also in other ways in the media, not just the social media, but also the the old traditional media. So it’s sort of a 360 activation of thought leadership that that you’re doing now.
Commercial Objectives and Measuring Thought Leadership Success
And in all practicality, how do you actually do that? Do you sit down and align the thought leading strategy, your- do you align your thoughts? You know, is that how you do it? And then say, you know, make a plan and we want to be in the media with this and that message. We want to be on LinkedIn with that message, or the same, how do you do that? It is actually a quite structured process, but we have a, we have thought leadership communities. And in those we have the thought leaders who was essential to this. I must say that it’s a partnership between the thought leaders and the comms and marketing department. But the thought leaders, they are essential. And they know what’s going on in society and how they can feed into those relevant agendas. And together. Yeah, sorry. No, I’m just, I think, I think it’d be fair to have an explanation of what, when you say thought leaders, what do you mean? Because I think I think there’s a difference between how you use the word, because I use it a little bit differently. So I would say, thought leaders, that’s like individual subject matter experts talking about something. But I could also say thought leaders and then in general just be talking about companies that from the company page, basically, shares their thought, you differentiate those. Yeah, you have both sides. You you both have individual individual thought leaders, and you can also be a thought leader as a company. And we both we work with both concepts in Ramboll. But but it is very much expert driven. It is much easier to get a voice when you have a face that you connect with it. And and it gets more personal, it gets more relevant when you have a face on on the thought leadership messages. So we both work with both, I would say I think I want to come back to the identifying the thought leaders, the faces, I want to come back to that.
The Primary Goal and ROI of Thought Leadership
But before that, I want to ask you, because I think this the difference opinions in this, what is the primary goal of thought leadership? And maybe can can we broaden it out to just be like, content in general? Or is that too wide? That’s too wide, I would say. And first of all, the goal is not sales. But it does have a commercial objective to it. So most companies are not philanthropic, I would say so. They do have a commercial objective with it. But, but thought leadership is, of course, as you say, very much a matter of providing relevant content. But that content is not just any content, it has to be relevant for the, the people that you’re targeting with your thought leadership. So it has to take its point of departure in what are their pain points, what keeps them awaken at night, in order for it to be relevant for them. So so that’s always our focus, what keeps them awake at night, and then speak into that.
Um, yeah. So when you say it’s not about sales, it’s about but it has commercial objectives, I would be the devil’s advocate and be like, what’s the difference between those two? It’s because, you know, it’s not a it’s not the immediate focus. So if you if you do sales, you do traditional sales, you you go and present what you can do and what you have on your shelves. But this is quite the opposite. It’s actually, what what is on your shelves with the clients? What is what are their pain points? What keeps them awake at night? What do they need? What kind of solutions do they need? So so you take sort of the opposite perspective when when you, when you do thought leadership, And you said also that it’s not like, not many companies are philanthropic, philanthropic, tropic, I can’t say that word, philanthropists, that’s what I’m trying to say. Yeah. Yeah, that most companies are not that I’m not gonna say it again if this is not about sales, but commercialisation, how does that commercialisation then How can you see that? When your CFO comes to you and says, what are you spending all your money on? What’s your answer?
Yeah, I would say that we’re positioning ourselves for projects for our clients. So we’re making ourselves relevant, showing our clients that we can actually that we understand what their problems are, what they are looking for, in terms of solutions. So we’re positioning ourselves for projects. So in that way, it’s high up in the sales funnel, where you make people aware of yourself, you make people aware of your brand. Whereas sales is much further down the sales funnel, I would say. And how do you see the success? How do you know? Yeah, how you measure it? It’s super, super difficult to measure it. You can put up a lot of marketing KPIs, like how many people attended your client engagement event, or how many people viewed this or that post on LinkedIn, or whatever. But but but I think that what it comes down to is really the perception with the client. Do they see you as a thought leader? And also you can measure it through the number of projects. When we started out Thought Leadership on Power to X, I think it was five years ago or something. We had a handful of projects only. And now we have more than 350 projects. And I’m sure that this thought leadership and that focus on thought leadership has made some difference in that. I’m not taking credit if we credit for all of it. But it must have had some impact on it. But it’s difficult to measure success. Yeah.
Gathering Feedback and Measuring Impact
Do you ever ask your clients or incoming clients where they you know, what the first contact point was or something? Not that it’s, it’s really hard to answer that question, I know. But but I just find that at least for myself, and I can also hear it from from some of my clients that sometimes when they you know, they’re at a trade show, and then some person will come up to them and say it and it could be it could be an existing client, but it can also be a prospect client, they’ll come up and say, Hey, I’ve seen your podcast, I see you had a podcast, or you have a podcast. And that’s not necessarily the same as they’ve listened to the podcast. But, but I’m trying to communicate that just the fact that they know that you have one that in itself is worth so much because that kind of pours subject expertise onto your brand, because they must assume that you know enough to host a podcast about it. Which I think is pretty cool. It’s just a small like anecdotal way of like, taking out data, or gathering data on whether your thought leadership strategy, or in this case, the podcast strategy works, basically hearing it from other people that’s outside your organization.
Can you recognize Fully, yeah. It is a door opener. And it’s very much anecdotal, as you say that, yeah, we did. We did an annual survey on Power2x and a follow-up Client Engagement Event. And when people started asking, when will next year’s client engagement event? When will that be? Then then then we knew that we had a voice in that on that agenda. So yeah, and then yeah, we saw something you posted on LinkedIn also. It’s very much anecdotal, I think, collecting that you never get we want a project done by Ramboll because you did thought leadership. That’s never the article. That’s never the connection, right? Nope.
Yes/No Question Block on Thought Leadership
And now when you I’m sure you must meet this as well, because what I hear from my clients, I’m, you know, I can decide myself. So it’s mainly what I hear from others. When they say, Okay, we want to drive thought leadership, we want to, we want to spend resources on producing content for building thought leadership. And that’s basically also building awareness. But because it’s so hard to measure, it’s also very hard for them to Um, to justify it to what, often, it’s towards the the financial department, but also just towards the board towards the the the other C levels who are not in marketing, because I think a very common thing for us is that because we are in marketing, we know every we know all the good tricks, right? We know how it’s how it ought to be done. And you could probably say the same for HR. And you can say the same for whatever else. But when you’re outside marketing, I think it can be hard to see the actual value and to believe in it. If you don’t have concrete measured, measurable data, how do you defend the spending resources on building thought leadership towards the rest of the organization? And what has that taken? If they if they’re not questioning it? Why? Why are they not doing that?
I think you have to have very visionary leaders and very bold leaders. And I think they they feel it on their self on themselves, when they are invited to to sort of the big events, like the COP. And that’s only because we have that voice. Then they really feel it. That it makes a difference. So yeah, you can’t measure it on the bottom line, that that’s that’s for sure. But but you can measure it in the perception of your company from the outside world. Yeah.
Do you actively gather those observations? To kind of visualize them somewhere? You know? Yes. Yes, we do. We do a lot of follow-up, of course, on these because we have to defend that we spend resources on on this, of course. So we we do have gather all the marketing KPI’s of course but but also the anecdotal stories about what it what matters and what when when clients refer to it, when the minister refer to our survey for instance, that’s also – Send it on to Wow, free marketing .. to to our top leaders because they need to know this. They need to know that it makes a difference
Yeah, it’s just about I was actually just about to ask. So first question. How do you how do you gather that information because it doesn’t necessarily come to marketing, by, you know, by itself, it comes to the salespeople, or it comes to the consultants who are out in the field. So how do you gather it? And do you have a structure way of doing that? And then second question, how do you then pass it on? I know, you know, when the minister talks about your survey, it’s fairly easy to just pass on that email because it’s super cool. But but what about those small, you know, Jeff heard a client at a conference talk about X piece of content? How do you pass that on?
The first question was at the first part that was How do you gather the how do you gather it in? How do you know? Yeah, it takes a very close collaboration between comms and experts. So we have we have follow-up meetings all the way all along the way. And they give us that feedback. So and we gather it in in a structure and we also gather it in our CRM system. So that we have the data going forward. And then the second part of your question sending it on to to top management. We also make a point of doing those reports for top management. So we gather it in in reports and deliver that those results when we have meetings with them. I think that’s a I think that’s an undervalued approach. To gather the you know, gather the results and share it. It is. And I would say that that we probably could benefit from spending more time on that. It’s always a balance, isn’t it? Whether you should spend your time on on doing or you should spend your time on measuring. I mean, super big dilemma. I would say it’s one of those things, right? Where do you want to do you want to look at the front screen? Or do you want to check the mirror? Like, basically how often should you check the mirror? And how thoroughly right? I think, but I also think that that we’ve been blessed with some leaders who are, who see the value in this. So we don’t have to go and convince them all the time, I guess it’s different for you because you you do work for clients, and you have to convince them but ours, I would say they have already seen the benefit of it.
I actually think that my direct clients, my direct points of contact, that is always the CMO, the head of communications, or it could be like marketing business managers, like parts of parts of an organization and then. So it’s always into marketing. I’m, I will be talking. So, and what I experience is that most often, if not always, actually, I think it’s always, they believe in thought leadership. They believe in the value of a brand, because they’ve read the books right? They read the same books as me, right? So, so they believe and, and they also, they also see whenever they say whenever they see a commercial or an ad on Facebook or whatever… Their mind is already like, what does this do to the brand of this company? Or if it’s on the edge of something, how these brands interacting with each other, for instance, so that will be their, you know, their train of thought. But what I find is that even though they believe it’s still hard for them to, you know, pass on that belief and to convince the other Cs, the other C-levels that this is a good idea. And I think a lot of resistance often comes from sales. Which is kind of contradictory. Or it definitely means that something in the chain of lead delivery between the two departments have broken. How do you manage that?
I actually think that what is required here is time, of course it’s difficult in your position. But when you start working with thought leadership, and you have that strong collaboration between comms and marketing and the experts, I think that they quickly see the benefit of it. They feel the difference very soon. They also see a personal benefit in it. It’s not just for the benefit of the company but also for their personal brand that they get caught up in it. They get all the support they need. They are enthusiastic about it. They’re passionate about it. So I think the difficulty does not lie between comms and marketing and the experts. That that’s not my experience, but but it might be initially when you have to convince them. Yeah, so it takes takes time and it takes well, probably both measurable results, but also those results where they just hear the feedback from people out in the field that we’ve been talking for 25 minutes, and I promised you before we started that I wanted to have like a short yes, no question block. So I think it’s a good time now to try and do that because we’ve already touched upon some of it but I have seven yes or no questions that I want to that I want to try and shoot at you and see where that takes us.
Yes/No Questions on Thought Leadership
The first one. Do you believe that thought leadership is more relevant now than it was 10 years ago?
Yeah, I do think that is more relevant now the world has changed. It’s a very unsecure world that we’re living in, it’s a lot of things are happening around us with the geopolitical instability. Yeah, the climate change, lots of things are happening around us. It’s not a stable a world as we had only 10 years ago. So I think having somebody to show the way, and to do that leadership in thinking is super, super relevant, and more relevant than it was 10 years ago. So yeah, yes. I tend to agree.
Next question, is it possible to measure the ROI of thought leadership initiatives?
We’ve kind of touched upon this already? We touched upon it, yeah. Anecdotally, having a hard measure, a KPI, business KPI, not marketing KPIs, yes, that that’s possible. I think that’s brilliant have business KPIs, not marketing KPIs. I think that’s, that’s a place where most people, they go wrong.
Now coming back to this, it’s a messy world. There’s a lot of geopolitics happening, but there’s also a lot of AI happening. Do you think authentic thought leadership can exist using AI?
Yeah, I think it can. It has become much easier to develop content, but it sets really big expectations for that content now that we have AI. So it has to be authentic. It has to be visionary which which I don’t think that AI is actually always when it when it provides you with content and it has to have that personal angle to it. So when you have thought leaders out there experts out there and you have a face on it it becomes authentic. So yeah, authenticity is super relevant when we talk AI.
But do you think you can use AI to create the content and then still have the authenticity?
Yeah, I think you can, but of course, you can never use AI and just take the output that it gives you. You have to add that authenticity, but you can use it as a sparring partner for many of these content tasks. I think that’s that’s okay. And it’s done. Why not do it when you have sort of a personal assistance at your availability? Why don’t do it? Or at your disposal? Why not do it. Yeah.
For knowledge brand B2B knowledge brand, do you think thought leadership is necessary?
Yeah, I think it is super relevant and necessary. It’s equally important for a business to business company as it is for a business to consumer company, I think. And then I know we haven’t talked about it about it yet, but we want to come back to that. But the thought leaders, the the personal thought leaders, the subject matter experts inside your organisation, yes and no. Do you think it’s important for them to have a strong personal brand?
It’s not necessary as such, but it helps. That it helps a lot if you have a passionate and eager thought leader, that is willing to to spend the time on doing LinkedIn, on on presenting at conferences and you can see that the passion shines through. I think it’s important, but not absolutely necessary.
Do you think you can drive thought leadership without the digital platforms today?
No, I think that’s a short answer. But if you wouldn’t reach, you have to use all the tools you have available. So no. I think you’re absolutely right. Nearly a trick question. Right? Yeah.
And lastly, and we’ve also kind of touched upon this but have you but have you seen thought leadership directly impact Ramboll or Ramboll Energy’s business outcomes and we talked about measuring business and have you seen the direct link?
We have seen the direct link I mentioned the 350 Power to X projects. There is there is a link whether it’s direct, I don’t know. But there is a link. Yeah. Yeah. Thank you.
Working with Thought Leaders and Employee Advocacy Strategies
I, I think we owe the listener to come back to this concept of thought leaders. I know that the time is already ticking for us. But but I want to know, how are you working with thought leaders individuals standing up for your company? So I think it’s also what some some has different names. It’s employer branding, it’s also called and employee advocacy that was also that, you know, those kind of it’s more or less the same concept with, you know, small differences, but how do you actually work with, with these personal thought leaders?
We have a common setup comes in marketing support setout around them, when we initially started our thought leadership program in Ramboll we we had, we did training in futures thinking. So so that visionary part of thought leadership, we trained people in that they do receive training in LinkedIn, or employee advocacy. As you say, we have a full program where, where people participate. And how do they write a good post? What should the elements of a post be? Yeah, all sorts of angles to, to, to when dealing with LinkedIn. They were also trained in presentation skills, or trying to improve their presentation skills. And then along the way we have a we have this set up where we meet on a regular basis. We discuss what the idea is, what can we do next? Should we do a survey? Should we write a white paper? Should we do a client engagement? event? What should we do? And then we do it together.
And I will say that, that that the experts they are the ones coming up with the, they have the ideas and they have the expert content input. And we helped them get it out and live, and do it in a digestible way for the world around them. All of them are they linked in Ambassadors? Or is it also thought leadership on other platforms live and offline and online?
It’s both. It’s they’re also very much active on on at conferences, for instance, and in industry associations where they are part of the board, for instance, so that we also get voice in those fora. So it’s not just LinkedIn.
And how? How did you come about identifying those people who would want to be be the Ambassadors, so who I would nearly say who who had the courage to raise their hand? Because I think that’s a big thing in many companies.
We had a full selection process actually, where where communications and and business they selected together. And one of the selection criteria was, of course, it should be experts. Yeah, and the second one, and that’s super important was that they were passionate about what they do. Um, that’s really, really important in some companies you might tend to, to point to top managers, because okay, they are already representatives of our company. So, so so that’s probably a good idea. But, but if they don’t have the passion, they don’t have the, the priority of it, then it’s an uphill battle. So so rather choose somebody who are passionate about it. And then I think the third criteria was, was that they were willing to spend the time, and that they were good communicators, because you can be passionate about things. But if you’re not a good communicator, it’s difficult to get the message across, right. So so they should have a certain number of qualities, I think, to be able to, to act as thought leaders, And, and just to get it clear, when you say passion, you don’t mean passion for thought leadership, you mean passion for their, for their expertise, area of expertise, yes, that’s, yes, that’s what we talk about. Because they have to spend a lot of time to have a voice. It’s not a thing that you do every four months or something. It’s something that you do on a continuous basis. So so putting and in that time that that’s also a criterion.
And and was it so that you then you’ve you’ve got your people now other allocated hours in their schedule to do thought leadership? Because I would think that if you’re an engineer, a subject matter expert or something, basically you get your wages from doing that, not helping marketing.
Mmm. Yeah, that’s right. But it is part of their job. So so they get initially they got some hours dedicated for for thought leadership. But now it’s really part of their job description to do thought leadership. So expected from them that they they do it. And but of course, many of them, they spend time outside work doing it because they are so passionate about, their, their expertise. So I’m sure that many of them, they, they do LinkedIn posts in the evenings in, over the weekend. And they don’t get the time covered at all.
Do you ask them to then talk about what Ramboll does or do you always always, are they just, just are they talking about, their field, whatever comes up?
They’re talking about their field, it’s it’s that sales, differentiation between sales and thought leadership. They’re not talking about what Ramboll can do and, and what we have on the shelves, but but they’re talking about their field.
Now I read an exciting, it doesn’t have a real always have to be content that they generate themselves. They can also just refer to an interesting study they just read. Or this is a good thought leader over here. He made this point and I fully agree or I don’t agree at all or whatever. So so yeah it’s it’s more like the professional field they’re talking about. And it’s not what we can do. I actually think that segways quite nicely into my last question here. Do you think it’s necessary to have or to take a stance to take a stance in your opinions to. You know what does it take to be a leader? Is it enough just to share industry knowledge for instance?
No it comes back to being visionary. So you have to have a futures thinking approach to it. Yeah. You have to be visionary. And you also have to be a little bit bold and not say what everybody else is saying that that’s that’s not being visionary and that’s not being a thought leader. I come to think being bold is obviously the people themselves they have to get across some kind of barrier to to know that you can be bold but I can’t but think Ramboll also needs to get across some barrier to kind of let go of the of the constraints right. So to to let people have their own opinions. What battles have you experienced there?
Actually not a lot. You have to have you have to have confidence in your people and be confident that they know what to say and what not to say. Of course we have a social media policy where you can’t share anything that you wouldn’t share from from the speaker stand at a conference, for instance. You won’t share secrets or things that our clients don’t want to reveal. You can’t use photos that you just pick off the internet. Stuff like that. So you have guidelines. But the most important thing is that you have to have confidence in your people.
The last question. Do you think you can pursue a thought leadership strategy as a brand? Would Ramboll be able to do that without those ambassadors?
No. I think it would be difficult, because we live off our knowledge, and the knowledge is our people. It’s in their heads. So I think it would be really difficult to do that without
And now, you do live off your knowledge because you’re a consultancy company basically, but what about if you’re a product company? What if you have some whatever product? Do you think that will then… is it the same or is it different?
Mmm…I think it might be different actually. Then it’s the product qualities or how it solves something. You can take some examples from out there. Insurance companies, for instance, talking about traffic security or something. There you don’t have necessarily a face or an expert fronting that thought leadership. But it’s the company as such. That’s also a product you’re selling, right? The insurance policy? So, I think that it might be easier when you’re not dealing with knowledge or if that’s not your primary product.
Future Perspectives and Podcast Closing
And now I said last questions, I have one more. If if you look into the future, what happens to to thought leadership and content sharing and sharing knowledge? It sounds like a trick question again, because sharing knowledge is never going to be out of fashion. But I mean what happens to the concept of thought leadership? Where are we in do you dare say five years?
I think it’s here to stay. In the world we’re having it here to stay. I think that what becomes more important when you talk about thought leadership is experience that people and connect credibility to your brand. So not just anybody can be thought leaders. And that also comes down to the AI generated content and all of that. That you really have to have something to show for your thought leadership and to back up your thought leadership. So experience will become super relevant I think. And thought leadership is here to stay.
I think personally also that the more AI content you meet out there, the more important it will become to have the actual face of an actual human being. And I know that you can AI your way to a human face but you kind of need to know that it’s a real person who sits with this knowledge, because in the end, people like to interact with other people. And they like to buy from other people. Right, people buy from people. Yeah. At least when it’s these kinds of projects, maybe not if I’m buying a pair of shoes or something. But but when you are building a bridge or you are considering how to design a Power to X facility, you want to know. You want to be able to look people in the eyes. I think and yeah, so I completely agree.
Susanne Wellington-Hansen, thank you so much for for joining this podcast and for for being the the first one to join the the Holstered Guest series, I would say, it was it was a real pleasure having you on board.
It was a pleasure. Thank you, Mikkel.
And to the listener out there. Thank you so much for for joining us today. It was very nice of you to listen all the way through if you’re still here, and I guess you are if you hear this. If you like this episode, please do give it a like and go in and subscribe to the podcast. It really helps us. Well, talking about these metrics, it really helps us track whether we are on the right track, no pun intended. But it really helps us to to know whether we’re doing the right thing and if you have any suggestions for changes in how we do this, how I do this, please do write to me at podcast at montanus.co and that’s .co without the M. So it’s podcast at montanus.co. So shoot me a mail and I’ll be at the other end of that mail.
So yeah, so so let’s have a chat. And of course, also, if you have someone you want me to reach out to, to have them guest the podcast here. Yeah, let me know and it’s it’s going to be very nice. Again, thank you so much for listening and see you on the next planet in the Content Universe.
