Why Brand Building Matters in the Content Department

Why Brand Building Matters in the Content Department

Chris Moody, Head of Global Content Marketing at Cheetah Digital, joins the Content Experience Show to discuss balancing lead gen with brand building.

In This Episode:

Chris Moody

Cheetah Digital

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Full Episode Details

Build the Brand

Is your content strategy centered around brand building or demand gen? According to Chris Moody of Cheetah Digital, the answer should be, “Both!”

As analytics have become more ingrained into every avenue of content marketing, the tendency for most content creators is to shift the focus towards generating leads. It is certainly easier to measure these effects, but as Chris Moody says, there’s no point in gathering leads if no one knows who you are.

No one is saying that lead gen is less important, but content for the purpose of brand building is just as crucial. By giving equal attention to both within your content department, you can gather leads with a firm branding foundation and ultimately help your sales team win.

In This Episode

  • How to set up a content department in an already established business.
  • How to balance brand building and lead gen within the content department.
  • Why branding and demand gen must work hand-in-hand.

Quotes From This Episode

“Politely say no to things that don’t matter while you create the important stories to tell for the brand.” — @cnmoody

“If you’re doing a good job, it should feel like you’re drowning a little bit because there’s so much to create.” — @cnmoody

You can have a great demand engine, but if no one knows who you are and they don't care, what's the point? Click To Tweet

Resources

Content Experience Lightning Round

If you started a podcast, what would it be about?

Growing up in Burlington, North Carolina, Chris became a huge fan of Duke basketball. He would enjoy doing a podcast about basketball and the ways that it ties into business!

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Episode Transcript

 
Randy Frisch: Welcome to The Content Experience Show. I'm Randy Frisch. I've got Anna here and today ... I don't know if you're intimidated. I don't think you are because Chris is so welcoming, but we had the original creator of this podcast Chris Moody, who is so much fun to have on a podcast anytime and such a bright marketer. His full-time job is head of content marketing at Cheetah Digital. We got to learn all about putting brand first. I don't know about you, but I felt like this is something we don't get to talk enough about because we're always so obsessed with lead gen.
Anna: Right. We really don't get to talk about brand building enough through content. Also just to jump back to your first question, it is a little intimidating. Chris himself. I mean Chris himself isn't intimidating at all. I mean obviously people ...
Randy Frisch: He's a gentle giant.
Anna: He's amazing. No. Wonderful. Wonderful. Anybody who's been listening to this podcast for any length of time knows Chris most likely from ... Obviously he was the original host, one of the original hosts, but it was a little intimidating to step in and be like, "Hey, there. I'm stepping into your shoes and carrying on your legacy through this podcast." It was more like, "I hope I'm doing you right, and I hope I'm making you proud."
Randy Frisch: You know what? I feel like I'm going to get like a text from him or something really soon and I'll let you know because it'll be all thumbs up for you, Anna. I'm sure he loves you and he feels like the podcast is in good hands.
Anna: Yeah. He was amazing though. Wonderful obviously.
Randy Frisch: Absolutely. For everyone tuning in and you're thinking about, "Okay. Do I want to spend this next 30 minutes with Randy and Anna and Chris?" You do. Of course, but what we ended up talking about is the balance on content approach in terms of building brand and building demand. It's interesting to hear how the team is split kind of between those two buckets over at Cheetah Digital. One of my favorite parts of the interview I think was how Chris talked about coming into the role. He actually met with the CEO who said a big goal of theirs is to build the brand. I kind of wonder how many of you listening can say that within your company?
Are you truly focused on building the brand as we get very deeply obsessed obviously with driving revenue and lead gen on a day to day basis?
Anna: I think the other thing too that people are really going to love about this podcast in addition to that is how Chris really relates to the fact that telling a better brand story is all about quality, which also doesn't have to be sacrificed for leads, right? You don't have to have one versus the other and I felt like he had some amazing analogies at the very end of this podcast that just talks about how you can work together better and how even as you're building a brand you don't have to take your eye off of generating leads and you don't have to take your eyes off of actually getting customers through the door. It doesn't have to be pick and choose or have one or the other.
Randy Frisch: Yeah, absolutely. I felt like I'm somewhat patting my back, but I'll pat my team's back. I feel like both you Anna at Convince and Convert and me at Uberflip, we both at work at companies who do value brand, who put brand at the forefront and try and figure out how do we build a movement or how do we get people to buy into the thought leadership. I mean Convince and Convert creates a ton of content and a lot of it is not I'm sure in anyways aligned to how do we generate that next company that we're going to work with on the consulting front.
Anna: Right. I mean anybody who knows Jay knows that his foundation really is all about utility. It's content that is so good people would pay you for it, you're giving it away for free. It's really about putting that quality first.
Randy Frisch: Now we've got some good quality free content for everyone.
Anna: Exactly, yeah. Actually Chris goes into this, so what do you say we let him talk about it without giving away too much more? Randy, you brought him in this time. Let's go ahead and bring Chris in and have everybody hear what he has to say.
Randy Frisch: Hey, Chris. Thanks so much for coming back to the podcast. I feel like you're probably like walking into a house that's been renovated that you once lived in and you're looking around and you're like, "Holy shit. Stuff's changed a little bit in here," but it's good to have you back. For people's reference there, Chris actually started this podcast when it was called Content Pros some 165 episodes ago. Welcome into your home, Chris.
Chris Moody: Thank you. I believe I left some stuff in the attic. Hopefully that hasn't been cleaned out yet.
Randy Frisch: Yeah. The box is at the door. Okay. We'll send you packing on your way out or something like that.
Chris Moody: Got the moving truck outside.
Randy Frisch: It's crazy looking back to see how many episodes of this podcast had been created from something that yourself and Amber Naslund who both of you are going to be at the Conex Conference later this summer. That the two of you started with Jay probably just with an idea. Maybe just take us back to that moment when either you reached out to Jay or Jay reached out to you as like, "Let's do a podcast."
Chris Moody: Oh sure. This is actually dating all the way back to Compendium before the marketing cloud arms race. I was vice president of marketing at Compendium. One of the things that we were doing in marketing and selling content marketing software was trying to highlight the folks who were actually doing the work. I think many of us in the marketing space tend to concentrate on The New York Times bestsellers and all our friends or followers or people we admire who have written books and much is made of those folks. They make all the cool lists and shared on LinkedIn and Twitter and Facebook, all that fun stuff, but I wanted to find a way to highlight the people actually in the work doing the work.
Talk to them about what was working, how they got their strategies, all of that. It originally started as a campaign that we were going to do called The Unsung Heroes of Content Marketing. I reached out to Jay because we were a client of Convince and Convert. Jay actually helped me get the job at Compendium, so technically before this even happened. We started to talk about it and then Jay had one of those epiphany light bulb moments and just said, "Why don't you make it Content Pros, the sister podcast to Social Pros?" I loved the idea, so we started on that path. In the search for a co-host, Amber was one of the leading candidates there.
Jay recruited Amber. Brought her in. We knew each other from the event circuit. We've been friends for a while and that's where we started. We jumped in knowing each other, knowing the space, having tons of similar connections, and started to build out that initial list,  and started growing and running the podcast right.
Randy Frisch: Nice. It's crazy to see how far it's come. It's a lot of fun for me to join when Amber moved on. I know you've moved on in your career to new opportunities that didn't allow for you to retain that podcast spot, but it's been nice having you come back time and time again. Maybe you can update people. I guess since you left the podcast, you were at Oracle, post Compendium acquisition. Where have been kind of the stops along the way? Where are you now?
Chris Moody: Sure. I left Oracle to take an opportunity with GE Digital and really start to build out content marketing there. It was an individual contributor role, but we were trying to turn that into a team and start to build the practice of creating content. There was a lot of overarching brand awareness, but not as much of highlighting the actual work and the products and the customer stories and profiling subject matter expertise. I was in that for a good solid year, then some, and had an opportunity that presented itself to join the company I'm at now called Cheetah Digital. Cheetah Digital is essentially ... It feels like a startup, but over 1,500 employees.
We've been around for over a year. It was originally CheetahMail and then Experian acquired that. It's a technology that many of us knew about ages ago. I came in here and we're helping to grow the brand and really show folks that we're working with most of the desirable brands in B to C marketing and doing some amazing things. We send over a billion emails per day. We manage seven petabytes of data for our clients, which is 1,100 selfies per day every single day of your life. Yeah. I think it's actually per hour. If you took 1,100 selfies per hour every single day of your life, birth through death, that's how much data we're managing for clients.
Most folks haven't heard of us if they're not B to C marketer who's running cross channel marketing. That's something that we're using content marketing to help to tell that story and support sales in the existing business. It's a lot of fun. Started to grow a team. We're up to three folks now. Hiring two more currently.
Anna: I got to be honest, I'm not quite sure how I feel about measuring data in terms of selfies. It's kind of cool to see. I mean I know. It's kind of cool to see like, "Oh, that is totally like quantifiable and understandable," but then at the same time I'm like, "Oh, society."
Chris Moody: Yeah. You know, it's funny. How that happened, we were sitting here working on the value proposition and much of the first few months in a content leadership role is the iceberg, right? 80% is below the water and no one really sees. We were in that phase and working on how we tell our story. We were trying to say, "Hey, we manage a lot of data too." You sit there and you're like, "Well, yeah. Five petabytes. Seven petabytes. Whatever it is. Does that mean anything?" No. The answer is no, right? It means nothing saying the petabytes. We started doing the calculations and one of the data points that we found was here's how many selfies is equal to a petabyte.
Then we multiplied that out and then I was like, "Man, that plays a lot better in a slide to bring home ... Like holy crap, that's a lot of data," right? There's no way you could take that many selfies per hour. I'm not a selfie person. I do not have a selfie stick. I only take selfies if one of my three children is demanding that I take their picture. It really illustrates wow, they're managing a ton of data. That was the point, but I'm with you there, Anna. I'm not a huge selfie guy.
Randy Frisch: I feel like you need to do an infographic now that compares the pricing to ratio of selfies for different platforms out there. I don't know if any of you have ever had to like negotiate a Salesforce CRM contract, but the amount that you pay for storage and it's like literally just a few gigabytes is insane. I feel like it would not rank well in your selfie awards.
Chris Moody: Yeah. We'll have to do that. We actually talked about like maybe making a little fun challenge on the website like can you take 1,100 selfies in an hour and then it showed in real time how quickly that is taking a selfie. I don't know that we'll ever actually spend time or money on that.
Anna: I don't even know. I'm still so boggled over just the selfies and quantifying like 11 ... What was it? 11,000 selfies?
Chris Moody: 1,100 per hour for your entire life.
Anna: Okay. Chris, in addition to quantifying how many selfies go into how much data you manage per day, you really stepped into this new role at Cheetah Digital really fresh, right? I mean you were starting at the ground floor, correct?
Chris Moody: Yes. There was not a content marketing person in the company. There were some folks creating content, but there was no documented content strategy. There was a huge repository of content. I was coming in somewhat completely clean slate to an already existing organization that's making hundreds of millions of dollars a year. It's slightly different than like, "Oh, we're this early stage company that's going to hire someone," because it's not that, right? It feels like a startup because from a branding element, we're only a year in. We're still trying to build the brand, but coming into not very much to work with from a content perspective.
Anna: What's interesting though is I love that you had highlighted that obviously things are still moving, things are still happening, and you kind of had to jump in sort of midstream to build out this department, build out these processes, build out the quantifiable selfie data. How did you go about doing that because Randy and I have had a lot of conversations about who owns content and the fact that content departments are becoming more and more popular now, like dedicated individual departments.
How did you jump in and just go midstream and get everybody on board while things were still happening? You didn't have the luxury of saying, "Okay. You know, the work has to stop while we do this."
Chris Moody: Sure. A lot of gin was involved. If you have a gin sponsor, you should send them my way. I'm happy to plug any brand there. I'm saying that. The first part, you have to identify all the folks you have to work with, right? As soon as you come in, you need to be talking with sales and services and customer support and all the different regions because this is a global role as well, right? We're in tons of countries. I can't just sit here in Raleigh, North Carolina and talk to folks in Chicago and New York and L.A. and feel like I've done a great job.
The first piece is really understanding the business and what are the needs, so what content is needed, which is a little reactive, right? If you listen to most Content Pros episodes before it was The Content Experience, we dive into strategy a lot. You need a documented content strategy, so you want to be forward looking and saying, "Here's our end goal. Here's how we're going to get there," but much of the starting point is reactive. It's saying, "Hey, what do we not have that we need?"
It's scrambling to create that as you're building out the team and trying to build some respect in the organization and say, "Hey, here's what we're here to do. Here's what we're not here to do," and politely say no to things that don't matter while you create the important stories to tell for the brand and what gets communicated by sales, how do we start to revamp the blog, what is our thought leadership strategy. The initial phase for me is really building relationships, showing mastery of the business, and understanding what is needed, what are our key industries, what are our key verticals, what are our key personas and then starting to dig out from there.
I'm not going to lie. The first few months are treacherous. If you're doing a good job, it should feel like you're drowning a little bit because there's so much to create. It was definitely that.
Randy Frisch: I'm curious though in those few months because you talked about understanding the buyer journey, which again is something Anna and I have been talking a ton about with guests lately is how do you map that. I love that you're doing that, but I'm curious coming in, who are some of the key maybe I'll call them interviews that you had to do internally to understand what those needs were? Because as you said, I mean the brand is new, but the company is around. They know what they want.
Chris Moody: I mean honestly, the first key interview ... Even the interview process was different, but very helpful from a content perspective. I interviewed in person at the All Hands. I flew into New York with leadership for the entire company and tons of other folks in the same building and went through a cycle of interviews and met with various folks, even met the CEO. As we continue to discuss the role, I realized I needed to spend time with the CEO and he wanted to spend time with me. I flew back to Chicago the very next week and had time with the CEO. It was a whiteboard conversation, Randy.
I asked specifically what are the most important goals for the right content marketing leader, knowing that everything we do has to ladder up into those goals. The first thing he wrote down was brand, which historically I would have said, "Oh, you know, I'm worried about MQLs and the conversion to SQLs and how that creates opportunities and revenue." Yes, that's an important part of my job, but that was the first key interview to understand top down we have to be able to be in more conversations.
We need to get our very experienced sales and services folks in the rooms talking to potential clients and showing the value that we can add, which is a little different than saying like, "Oh, I need to create this amazing campaign or amazing piece of content to get people to fill all our leads," and that's surely an element of the job. Big interview with the vice president of sales, talking through what was working for them, talking to all the other marketing peers. Across the board you can take almost every organizational leader and those were the key interviews to start for me.
Randy Frisch: I like that. I love your answer there, brand, because I don't think we get that very often especially from a CEO. As soon as you said it, Anna wrote to me, "I want to go deeper on this." We're going to do that. For everyone listening, we're going to go really deep on how brand becomes a priority and what the goals assigned to that end up being. Before we do that, we're going to hear from some of our sponsors, including a special message from Jay Baer right here on Conex Podcast.
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Anna: Hey, everybody. Welcome back. We are here with Chris Moody. Now Chris, before the break, you started talking about basically building an airplane while flying it in terms of having to go into an organization, build the content marketing department, build the content practice while things are happening, work is going, people are running a million miles a minute. You actually had this really amazing interview where the CEO basically said one of his biggest concerns is branding. As a brand strategist, that's my jam. I love it. This is something that Randy pointed out. It's not something we hear a lot. What did they kind of mean by the brand is one of their big concerns?
Chris Moody: Sure. Well, I guess the first piece is awareness. A lot of folks don't know who we are and they should, right? I think we like to refer to this as the post marketing cloud era, the space that we're in now. As marketers, we've come through this period of tons of acquisition and consolidation and lots of products being bundled together and APIs. Companies like Uberflip, and this is not a plug shamelessly for Randy, but it's true, right? You have companies that have done a great job of staying somewhat by themselves and integrating in a very solid job with players to provide lots of value for the marketers. In many other cases, things are just thrown together.
It's hard to be in those conversations. When we're in those conversations, much like Randy would probably say for Uberflip, we have a very high close rate. If we can get in the door and go up against insert favorite company name with marketing cloud after that, if we're up against them in the same room, we usually fare really well because we have amazing services. We have actual people that are supporting clients. It's not something that's worried about valuation or venture capital money or what's the multiple on this. There are no arbitrary metrics assigned to that. The metric is can we make the brands we work with more successful.
The branding element of content for us is how do we get in more conversations, right, which that's something we can measure. Now I still have tons of other things like share a voice and traditional content metrics that I care about. Ultimately at the end of the day, I want to help our qualified sales folks get in the door talking to more people. That's how we can close more.
Randy Frisch: I have a question for you because I know this is something ... I'm going to go a little bit off the content path for a moment, but I think there's all these questions that we end up having as to like are we doing this to build the brand? Are we doing this to generate leads, right? I know when we evaluate a lot of channels that we use and ways that we go to market, I'll give you one example is like events, right? These days I still find events to be very effective at getting in front and initiating those conversations as you put it. The question then is well, is the person who's running your events, is their goal to build the brand or is their goal to generate leads and demand gen?
Do you kind of view it almost as church and state? Like you got to either have people who are focused on brand and then another group that's focused on lead gen? Can you see it all happening in one when it comes to content?
Chris Moody: The answer is yes and yes, which doesn't give you the hot take that you want, right? I think it's helpful when there is separation of church and state and I would not have said that previously. I can tell you the way our marketing teams are structured, there's a brand side of the house and a demand side of the house literally, right? That's what they're called and I'm on the brand side of the house. Now does that mean I'm not supporting demand? Definitely not. I would not have a job if I didn't support demand. Does that mean I'm not creating assets that plug into email campaigns? No, I do that. We are providing pillar assets and derivatives to plug into that.
My charter is to grow the brand, right? I have to start to say, "I need to be spending more time in thought leadership, less time writing emails or less time coming up with a one pager that can used at anything." Now we'll still support that, but it's not going to be an A or B priority. We can start to work that in. I think having that separation or at least clear prioritization is extremely important because there are surely phases where demand will be the focus and you have to say, "Hey, this month we're trying to get this number of leads in the door," right?
For me right now, if I don't have brand first and foremost, it's hard for me to start to say no to an infinite amount of request for more content, right? Like we need to be building thought leadership content to show that we have expertise, to show that we have a point of view, to show that we can help B to C marketers to be more successful. We have the data around that. We have the proof points. We have the teams to support it, but I need to get there from a thought leadership angle. If I'm only focused on where can I get on the website to get more form submissions, that changes how I do that a little bit. I'm focused on both, right?
I mean Randy, you know this especially, I geek out on spreadsheets and I want to see conversation through the funnel. That's where part of my heart is as well. We are serving both, but if I don't put brand first, I think it's actually natural for marketers who I consider to be doing a good job to gravitate more towards demand because it's easier to measure, right?
Randy Frisch: I couldn't agree more. We've kind of like moved back to understanding the importance of brand. I mean even this podcast, which again you started, I've been a part of now for a number of years, this is not a lead gen tool for us, right? I mean even the podcast systems that are out there don't really make it that easy to generate a lead or understand who's listening. It's about building a movement. Same with the conference that we do that you'll be at this summer at Conex. It's putting the brand sometimes second to actually get people to understand what you stand for as a company. It sounds like you're really putting at the forefront at Cheetah.
Chris Moody: Yeah, I  mean honestly, I think we have to, right? I feel like we always over correct as marketers. There was a conversation years ago I'm sure that was like, "Hey, we don't have enough data," right? Marketers go heavy into qualification and here's how we can measure everything and we forget some of the basics, right? I mean we have to tell better stories to our potential clients and customers. If we're not doing that, they don't know who we are and they don't care about us. Even if they do know who we are, if we're not saying what they want to hear, they're not going to give us the time of day. Randy, you're C-level co-founder, right?
If you had to decide between let's say 100 form submissions and whatever the percentage of those are qualified versus two meetings where you have your best sales best rep ... Well, I'm sure they're all best, right? You don't hire anyone who's not best. You don't have to pick favorites.
Randy Frisch: They're all my favorite children. I only have my favorite children, right?
Chris Moody: Yeah. Yeah. If you can put the best sales person you have in the room with the decision maker of a brand that you want to close, would you rather have two of those or 100 form submissions, right?
Randy Frisch: It's the inbound versus AMB debate, right?
Chris Moody: Yeah, it is. I think everything has to work together to pull this off, right? That's the combination of brand and demand because you can have a great demand engine, but if no one knows who the hell you are and they don't care, what's the point, right? Then on the other hand if everyone knows who you are, but you can't close them and you don't get them into your system and you're not nurturing them and sending them what's relevant and actually understanding their behavior and what they care about, then how's that going to work? That's where the two combine.
Anna: I love that you illustrate perfectly that you don't have to sacrifice one for the other, right? Like you don't have to push all brand and then sacrifice these leads and vice versa. It really should be about the organizational goals and how individual roles and individual departments ladder up to that and work together versus just getting so drowned into the minutia of our day of day and what we're supposed to accomplish with this one like very tactical thing, right? I love that you had mention just it's working together. It's considering the other teams. It's brand plus. It's not brand over.
Chris Moody: Yeah. I think that's it, right? Soon you're trying to think of an analogy or a metaphor and the only thing that I could go to that felt accurate was a relay race. If you think about four different people have to run a lap around the track, right? One person has the baton. They're running as fast as they can to hand it off to someone else. That could be brand. So maybe the first lap is done by brand. Then they're handing that off to demand. Then demand runs their lap. Then they're handing that off to sales and then sales runs their lap. Then it goes to customer success or implementation or whatever. They run their lap. Each lap is equally important, but they all have to happen, right?
It may not be at the same time. It maybe phased. That's a big part of how marketing and other organizations have to work together because we have the ultimate end goals we have to accomplish, but someone will lead a different phase. You can't be precious about that. You can't be offended that your team's not the alpha dog in that situation, but there are certainly times where one marketing person in their team will have to lead everyone else. You have to know how to work together and how to transition, hand the baton off.
Anna: Nice. I love that analogy. I think that's actually perfect. It's such a very diplomatic way to wrap up our conversation today. Chris, thank you so much for being on the podcast and walking us through your professional side. What we'd really love to do is have you stick around for a few more minutes and get to know the personal side. More of what you've been up to since you were hosting this podcast. We have a couple of personal questions for you if you'd like to just stick around for a little longer.
Randy Frisch: All right, Chris. As we said, we always like to get to know our guests. I mean technically we know you. I took a look. You did 57 episodes on this podcast where you were the host. Then you've been back a few times. You're one of those people we like to have back on The Tonight Show. You're our Will Ferrell.
Chris Moody: I'm waiting for my jacket. I need a jacket.
Randy Frisch: Nice. Yes. I think that's an SNL thing, but absolutely. Five shows or something like that. I was trying to figure out what question to ask you and I think I nailed the question that we're going to ask today. Okay. You started this podcast. As a result, my question to you is what is one of your personal interests? Not work. Not like email marketing or content marketing. What is a personal interest? If you had to start a podcast today and you could interview like really interesting people tied to it, you would go with? I was checking your Instagram.
I saw you recently posted about like bourbon or bitters or something like that. I thought like maybe that was going to be the whole approach?
Chris Moody: I mean I like to drink. I'm not problematic, but I like to drink.
Anna: I like that clarification.
Chris Moody: Yeah. Yeah. Disclaimer. I think I'd leave that to the likes of Tom Webster or someone much more sophisticated than I. I just like to drink it. I can make simple cocktails, but I don't have a deep level of expertise there. If you went on Instagram, I mean a lot of my interest revolve around three kids. I have three kids currently ages six through one. That keeps me busy, but I mean my passion point, I've been obsessed with basketball since birth, especially college basketball. I grew up in Burlington, North Carolina as a Duke fan, which everyone thinks Duke fans are prevalent, but here that was about 5% of the population.
It was all UNC and then maybe 10% NC State. Literally I skipped school with the permission of my dad, hopefully that doesn't get back to the school system, when Duke would lose to Carolina. There was one infamous Duke-Carolina game. Jeff Capel hit a shot from half court to send it to overtime. Duke goes onto lose. The game probably ends at 1:00 in the morning. We didn't go to school the next day. Coincidentally, my brother and I were both sick the day after Duke had a tragic loss in college basketball. I think that would be a really fun topic to dive into.
Even in our circles, in the event circuit, I've gotten to know some folks that are pretty close to that like Alan Stein, Jr. who has trained Kobe Bryant, Kevin Durant, all these guys. He works with Team USA and Jay Bilas wrote the forward of his book. I think that would be a lot of fun. Really dive into basketball and maybe the correlation to business, which is what Alan does as well. I think that would be a lot of fun to start to see how they parallel.
Randy Frisch: I feel like your first coach is Phil Jackson. He'd like nail that parallel between business. There's all these books that talk about how Phil Jackson runs a culture on a team is how you should run your company. I don't know if ...
Chris Moody: Yeah. There's actually this Coach K Leadership Academy too. Mike Krzyzewski. It's basically a fantasy basketball camp for adults. He teaches leadership classes, but you get drafted onto a team. You might have Jay Bilas coaching you or Steve Wojciechowski or Jay Williams. Christian Laettner is a coach there. Grant Hill comes back. You get all these Duke basketball legends and then you have Coach K who's also a leadership speaker talking to you. It's only $10,000. If you'd like send me, Randy, I will be more than happy to wear some Uberflip shoes for you at fantasy camp.
Randy Frisch: I don't know. I feel like to make that happen, you're going to have to have your next employer be ESPN or something like that. Tonight on ESPN, a little segment with Chris Moody.
Chris Moody: Yeah. Write that into my contract.
Randy Frisch: Thanks so much for taking time while you're building the brand over at Cheetah Digital to chat with us here on The Content Experience Show and rejoin us from the early days and talk about some of those good times. On behalf of Anna over at Convince and Convert, I'm Randy at Uberflip. This has been The Content Experience Podcast. You can find all of our past episodes at the contentexperiencepodcast.com or go to Spotify or go to Google ... What is Google Play even called now anymore? I think they just renamed it, but we are everywhere. iTunes of course. You can find us. Download it.
Let us know when you can how you think these episodes are going. Until next time, thanks so much for tuning in.
 
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