What should a small firm figure out before it spends another dollar on marketing?
Gee Ranasinha, founder of KEXINO and an adjunct marketing professor, explains why so much marketing today is efficient but not effective. He and Andrew Colsky walk through the questions to answer before choosing any tactic, and why every firm is really selling trust.
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Episode 43 · Listen now
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Brief summary of the show
Gee Ranasinha says marketing is in crisis, not because it fails to work, but because many businesses treat it like a spreadsheet. Fields built on logic, such as law, accounting, finance and engineering, push marketing toward efficiency: cheaper tools, automated lead generation and endless headline tests. Gee argues that people are not rational machines, so effective marketing needs experimentation and judgment, with data used as evidence to interpret rather than as the truth itself.
For solo practitioners and small firms without a marketing team, Gee recommends finding a trusted partner who can put the structure in place and show you which numbers to watch. He compares doing it yourself to self-diagnosing at the doctor. Check references, do your due diligence, then let the expert do the work. Everything from networking to social media to AI tools is tactical, and tactics come last.
Before spending more, Gee says to answer the strategic questions first: your ideal client's top pains, the triggers that make them look for help, what is at stake if they do nothing, which sources they trust, and how they buy. He explains why being where clients expect to see you matters more than being on every platform, walks through Eugene Schwartz's five stages of awareness, and closes on the point that every firm is selling the same thing at the start: trust.
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What you'll learn
- Why treating marketing as sales support can hurt long-term growth
- The difference between efficient marketing and effective marketing
- Why understanding customer behavior matters more than simply collecting data
- The strategic questions to answer before spending more on ads or content
- How the five stages of awareness can shape your marketing message
- Why being on the right platform is less important than reaching clients at the right moment
- How to avoid common DIY marketing mistakes and ineffective tactics
- Why trust, positioning, and differentiation matter for professional service firms
- How attorneys can better understand client pain points, objections, and buying decisions
Chapters
- 00:00The Marketing Crisis
- 01:13Strategic vs. Tactical Marketing
- 03:09Understanding Customer Needs
- 25:11Differentiation and Trust in Marketing
Full transcript
Read the full transcript
Andrew Colsky: Welcome to Be Picked, the podcast where we talk with small professional service providers about how to get themselves out, seen, and picked by the client base that they are looking for. I'm your host, Andrew Colsky, and today we are talking with G. Ronacina. He is the founder of Kexino, and he's an adjunct marketing professor. So, welcome to the show.
Gee Ranasinha: Thank you very much for inviting me Andrew, I really appreciate it. I'm delighted to be invited.
Andrew Colsky: Great. Well, I know that you have a tremendous amount of information related to marketing, especially since we were talking before and you were describing to me how you teach this in in college classes. And so there's there's a lot here. And one of the things that you had said to me when we were talking was you raised the issue of why marketing is in crisis. And I thought that was a really interesting question, and I'd love to hear what you meant by that.
Gee Ranasinha: Okay, well I think marketing's in crisis, and I don't underestimate the level of seriousness here. think marketing's in crisis for two reasons, and the reasons are quite different in and of themselves, but they are nonetheless connected. And I think firstly marketing's in crisis not because marketing doesn't work, right? Which, you know, there are still many people who think it's a waste of money, right? It's a... It's a nice to have, okay? So it's not because it doesn't work. I think it's because marketing is ideologically disliked in the higher echelons of business, resulting in what we call effective marketing being sidelined in favor of efficient marketing, which delivers poorer results, okay?
Andrew Colsky: Okay.
Gee Ranasinha: Now I'll go into this in a bit, but just to keep the point, so that's one reason. The second reason is I think because much of the work conducted by what I call people who call themselves marketers, right? I can't say that they're marketers because I don't think they are, because I don't think what they're doing is marketing.
Andrew Colsky: Yeah, please. Mm-hmm.
Gee Ranasinha: they probably self-identify as marketers, right? But they're not marketers. But the people who call themselves marketers, what they're doing as their day-to-day job is only a tiny bit of what marketing is actually about. Because what most of these people are doing are actually doing promotions, communications, which don't get me wrong, is an important component of marketing.
Andrew Colsky: Okay.
Gee Ranasinha: but it's a very small component. It's probably less than 5 % of what a proper marketing job role is about. But as a result of this, marketing is being relegated to a sales support function. Within an organization, it's seen as where you get brochures printed or tote bags or stress balls or this sort of stuff, while at the same time, automating lead generation and advertising at substandard quality and producing ineffectual results. And I think the reason is especially within domains which are very logical and pragmatic in nature, So law, accountancy, finance. economics, engineering, these sorts of things are very matter of fact, they? They're very logical, they're very Newtonian in their respect. One plus one is always two, right? They live in the language of a spreadsheet, if you like. And so I think people who've been educated within that strata of
Andrew Colsky: Right. Mm-hmm. Okay. Right, right.
Gee Ranasinha: of education have an inherent distrust in marketing because it goes against this kind of sequential rational thought process that engineers and accountants and economists love so much. I mean, much of business is founded under an engineering model. If you look at most management consultants, for example, most of them come from an engineering background.
Andrew Colsky: Uh-huh. Uh-huh.
Gee Ranasinha: You could argue that economics is based on an engineering model, to be honest, in that it looks at economies and markets as though they operate under the rules of mathematics or physics, right? So the rest of the business, everything else about the business is overwhelmingly driven by this rational logic-based thinking, right? We're always looking to try to find ways to reduce costs or effort.
Andrew Colsky: Right.
Gee Ranasinha: how to increase productivity, to increase efficiency and all the rest of it. But what's happening is that we're having this line of thinking and we're trying to extrapolate that into marketing with the goal to reduce effort and cost by mechanising the process. The thing is, where this argument falls flat is...
Andrew Colsky: Mm-hmm.
Gee Ranasinha: Let me give you an example. Supposing you're in manufacturing and you're manufacturing a widget. When you're manufacturing a widget, want to make your widget for the lowest possible production cost. So there are a number of ways you can do that. You can pay your widget machine operators less money.
Andrew Colsky: Okay. Right?
Gee Ranasinha: you could get a more efficient widget making machine that produces more widget per hour you could find a cheaper supplier of the raw materials of your widget and so you can reduce the cost of manufacture and keep on making those cuts
Andrew Colsky: True.
Gee Ranasinha: up until you get to the point where it has a detrimental effect on the efficacy of the widget itself. So reducing the cost of marketing manufacture doesn't work in that way. It actually reduces its effectiveness and the reason why is because the arbiters of effectiveness much more than its constituent parts. The more we try to isolate these variables, the less we see systems, if you're familiar with systems based thinking. So business processes based on this rationality and logic that I keep on talking about, they presuppose a fixed and rational target. But the thing is in marketing,
Andrew Colsky: Okay. Uh-huh, uh-huh.
Gee Ranasinha: the object of our efforts are human beings, whether that's B2B or B2C. And human beings, as we all know, are anything but rational. They aren't machines that always think or do something in the same way. They don't behave logically, predictably, rationally. So this means that effective marketing involves
Andrew Colsky: Correct? Right?
Gee Ranasinha: experimentation, involves out of the box thinking, it involves going against the perceived status quo, the perceived methodology of progression. All of that stuff is stuff that finance people, economics people, see as being superficial and irrational.
Andrew Colsky: Mm-hmm. Right.
Gee Ranasinha: And of course it scares them to death because what they're looking for is absolute attribution ROI to the second decimal place on every single dollar that we're spending on marketing. They're looking to hit the knee and expecting the leg to give that reflex but marketing doesn't work that way.
Andrew Colsky: Right.
Gee Ranasinha: It doesn't confine itself to an ROI phase of a calendar quarter or a financial year. So what's happened is that they've created a kind of quantitative fallacy where everything has to make sense. Everything has to be measurable and attributable and quantifiable. Again, it's based on the assumption that we're talking about Newtonian physics, where all the important metrics that determine the outcome of something are numerically available and attainable and communicatable. Right? Now, the thing is, if you're talking about engineering, accounting, economics, you have standardized units of measurement.
Andrew Colsky: Uh-huh.
Gee Ranasinha: that you can exchange with each other. There is a process to a P &L, there is a process to a balance sheet. But not only that, if I tell you, if I say to you 100 degrees Fahrenheit, you know what that means. And 100 degrees Fahrenheit is the same whether you're in Sacramento or Sydney. Doesn't make any difference.
Andrew Colsky: Right? True.
Gee Ranasinha: Yeah? And it's the same with miles or kilograms. know obviously kilograms don't really apply to North America. It's funny. North Americans don't know what a kilogram is unless you're about heroin. What's that all about? I don't quite understand that. It's a bit weird. Anyway, that's not the point. Yes, that's it, right? It's true. Drug dealers have made it to the metric system, but the rest of...
Andrew Colsky: True. marketing, 'cause that's what they hear in the news.
Gee Ranasinha: The best of North America hasn't for some reason. I don't get it. Anyway, the point is that if you're dealing with these engineering, finance, accounting terms and you have got units which are numerically available, it's great. But the thing is, if we look at marketing, some of the levers that we'll pull that affect the effectiveness of marketing
Andrew Colsky: Right.
Gee Ranasinha: aren't easily measurable and certainly not easily communicable. For example, there isn't a standard SI unit of measurement for irritation or fear or regret or anger, Yet these are all things that may drive our behaviour to go in a certain direction.
Andrew Colsky: Right. Very true.
Gee Ranasinha: So the idea that you can create a totally rational logic based model of human behaviour as though humans behaved like atoms is absurd. So as a result what we have is the current situation where the tactical side of marketing is driven by efficiency nerds. So they sign up to a bunch of
Andrew Colsky: Right.
Gee Ranasinha: martech services, they slap together some communication based on a canva template, throw some AI images in there that we see as being AI and they look hideous and then we get AI to vomit out 50 different versions of a headline and a sub headline, push it out and measure the one that generates the 0.0001 better return. and we call that marketing. Right? Now, sure, that's efficient, but is effective. Does it actually shift product to an appreciably greater extent than whatever the business was already going to do? And I'd say not. So you see marketing isn't a science in the way that finance or physics or engineering is and yet that's what we're trying to turn it into. Okay so if you look at marketing's social, reflective, cultural, persuasive nuances and creative dimensions it's never going to fall into the same approach as this kind of traditional scientific paradigm. What scares the numbers people is that in marketing there really isn't, it doesn't exist this level of precision, consistency and repeatability that exists in other disciplines. And one of the reasons is because of the lack of agreement of what are known to be deemed measurement influences. But that doesn't give us the excuse to wave a wet finger in the air and proceed without data. That's not what I'm saying because there's plenty of data that you can get. It's just that it's a little harder to get, it's a little bit harder to measure and it's a little bit harder to interpret into insights because the data isn't the point. The data is simply to inform us
Andrew Colsky: Right.
Gee Ranasinha: to deliver insights. Data isn't truth. Data is evidence. It's our job to interpret that into insights that lead us to go forward. also, unlike these numbers-based applications, unlike in mathematics, 1 plus 1 is always 2.
Andrew Colsky: Right.
Gee Ranasinha: and it can't be anything else. There's always a single right answer. But in marketing there are a number of possible right answers to proceed. It's not like there's only one recipe to move forward. There's a hundred, there's a hundred thousand possible permutations of moving forward. Again, something that scares the number crunchers because they're looking for the best
Andrew Colsky: Right.
Gee Ranasinha: return on their investment. But you can't make that best return on investment without that experimentation because every business is different, every industry is different, every category is different, every customer cohort is different. Okay?
Andrew Colsky: Sure. So so let me ask you this about this then. When you you know, I can understand on one level you've got a large organization, they have a marketing budget, they, you know, are trying to make sure it's efficient, all the things you're describing. But then on the other hand you have the super, super small business, solo practitioner, small group of people. They don't have a marketing department, they don't have anybody looking at the numbers other than themselves, how much are they willing to spend on marketing this month, type of thing? How do they interpret what you're saying? How does that fit into their world view and the realities of what they need to be focusing on?
Gee Ranasinha: If your business doesn't warrant or justify the employment of a full or part-time marketing resource, which is many businesses, don't get me wrong, of all sizes as well. All that needs to happen to move forward is align yourself with a partner who can put the fundamental structure in place and then give you the instructions of how to keep that rolling down the hill, which is not a huge amount of work. they'll tell you what numbers to look at and what numbers to ignore so that you can see when you're actually doing something that's moving the needle. But that's not, if your business isn't marketing, you shouldn't try to do marketing, right? It's just like a finance person, okay? Or an accountant, right? You wouldn't tell, you don't need my services. you can just use QuickBooks or watch this YouTube video, right? No, because you're never gonna know all of the nuances and intricacies that somebody who's actually been educated and trained in one of these disciplines. And it's the same thing here, right? You wouldn't, and it's also important to listen to what this person is going to tell you and do what they say because they know more about marketing than you do. They probably know more about the way customers are feeling about your industry than you do. Because the other issue that comes up is that people who think they know about marketing and are happy to lecture the expert on marketing as to what that marketing expert should do. So I call it self-diagnosing. It's like going to the doctor because you've had some chest pains and telling the doctor, I've got angina, you need to prescribe me some angina medication. Right? Now what's the doctor going to say? The doctor's going to say, hang on, are you an MD? Well, no. Okay, so there's only one MD in this room. Yes. Okay, so let's do it the MD way, right? So what is the doctor going to do? He's going to ask you about your habits. He's going to ask you what he got up to the last couple of weeks.
Andrew Colsky: Right. Right.
Gee Ranasinha: He's going to ask you about your diet. He's going to ask you about exercise, nutrition. He's going to ask you if you're on particular medication. Maybe he's going to take some tests, draw some blood. Maybe you're going to have to pee in a pot. Right? And then once he's done all of this diagnosis, he'll then come back to you and say, okay, do you know what? Based upon my professional opinion, this is what's wrong with you. And this is... what we're going to do to make things right. Now, you're the patient. Now you can ignore this doctor's advice. can quite, you know, it's quite within your rights to go and get a second opinion. Absolutely. But it's not up to you to tell him or her what to do, is it? Right? That's what I mean by self-diagnosing, right? You have to trust in the partner that you've appointed.
Andrew Colsky: Hmm. Right.
Gee Ranasinha: You don't buy a dog and bark yourself. Something we say over here, I don't know if it translates over there. But if you're paying an expert, you let them do what they're supposed to do. You don't go to a mechanic and say, there's a knocking on the engine, I need a new transmission. The mechanic's going to say, well hang on a minute, let me have a look. Maybe you need a new transmission or maybe you just need an oil change. It's up to the mechanic to decide, it's not up to you.
Andrew Colsky: Ha ha. Right.
Gee Ranasinha: And it's the same thing here. So trust the process, find a partner that you can trust. And there are plenty out there. Now, I will warn you, just like in pretty much every single service industry, there are sharks, there are snake oil sellers. But you can usually sniff them out at 20 paces. Ask them a few questions. do some research, ask them for some reference clients. And then if they give you, well when they give you these client names, take the time to call these people up. Ask them the questions. Find out if they're real people, because it's easy to make things up. Do your due diligence, like you do with any other supplier.
Andrew Colsky: True.
Gee Ranasinha: But once you've found someone, explain the brief, they will fill in the gaps. They're not expecting you to know the ins and outs of marketing, that's why you're employing them. And then they will give you a path to the road ahead based upon the business plan that you have, your goals of your business plan, the timeline you're looking to deliver results, and of course, your budget.
Andrew Colsky: Right, right.
Gee Ranasinha: And that's it. Don't think that you can roll your own. You cannot do it. You will waste a ton of money. Trust me, I've seen this movie I don't know how many times in the last 20 odd years. Do not think that you can do it yourself. You can't. You will waste money and then you're gonna come back. and finally employ someone who knows what they're doing and you'll have painted yourself into a corner, right? You'll only have a certain amount of cashflow available, a certain amount of budget available and a very restricted timeline to make any sort of effective results. And that's not the way, know, in a reactive situation, that's not the way to proceed, is it? Right? You're on the back foot. You're gonna make mistakes.
Andrew Colsky: Yeah.
Gee Ranasinha: And any marketer worth their salt will know that at the beginning there is a certain amount of creative experimentation involved because to find that gold seam we have to kiss a lot of frogs before we find the princess. It takes some time, takes some effort, it takes some resources. But that's the way to proceed. And so it's same process. whether you're a one person solopreneur type organisation or you're a hundred million dollar business, it's the same thing.
Andrew Colsky: Mm-hmm. Well, so, you know, it it makes a lot of sense. And the where the rubber meets the road, you will end up getting the questions. So, okay, so if I work with a professional, what types of things are they going to probably tell me? In other words, marketing is such a broad term, and we can think of anything from networking, to speaking, to YouTube videos, to blogging, to social media, on and on and on and on. And then we've got the introduction of AI today and all the different things that it does. So you know, a small micro business is gonna have a much different budget than a large organization. So what types of things would you say a small business would be thinking about and what type of advice might they get from a marketer just so they have a sense of the types of things that might be relevant to
Gee Ranasinha: Everything that you've mentioned is tactical, Andrew, right? It's execution level. The execution level comes right at the end of the engagement. Before you can do anything from an execution level, from a tactical level, there's a ton of homework you need to do at a strategic level. And I encourage this for anyone who's listening. Whether they're spending marketing money today or not, doesn't matter.
Andrew Colsky: Okay. Okay. Okay.
Gee Ranasinha: but do not spend any money or do not spend any more money on marketing until you can answer some very basic questions such as the top three pains that your ideal customer faces and the everyday frustrations that are caused by those pains what they manifest themselves into, right?
Andrew Colsky: Yep.
Gee Ranasinha: Then you have to ask what are the triggers that prompt your target customer to actually go out and seek solutions like whatever you're offering. OK? Why is solving this customer problem so transformative for them? What's at stake for them personally or professionally if they don't act? on solving this problem. Then you have to look at what sort of channels of information they trust to look and research for services like your offering. You have to think about how they view your category, how they view your market and how they view your competitors. If there are a bunch of snake or seller's sharks in your industry,
Andrew Colsky: Right?
Gee Ranasinha: that has a bearing on how you're going to choose to articulate your value proposition to your customers because they're going to be doubtful as a default setting. And then, know, last one, maybe not lastly, but certainly also under consideration, you need to think about their buying process, right? What does it look like? What is that buyer journey, right?
Andrew Colsky: Sure, sure.
Gee Ranasinha: Who holds the budget? What are the steps they're going to take to get to purchase? Then you have to answer these questions before you can actually put together any form of tactical plan. Because otherwise you're shouting into a black hole, right? You're just trying stuff, right? And the thing is, especially if you're trying stuff which is using media channels which you're buying, right?
Andrew Colsky: Very true, yes.
Gee Ranasinha: Google, Facebook, Instagram, TikTok, whatever, right? As soon as you go down that road, it's not about the availability of the channel. It's not even about whether your customers are on that channel. It's about whether they expect you to see, if they expect to see you on that channel, right? For example, supposing my ideal customer profile are Andrew Colsky: Uh-huh. Uh-huh.
Gee Ranasinha: CFOs of Fortune 1000 companies. Now, I could quite easily put together a Facebook campaign, an Instagram campaign, selecting as a custom audience profile, the way they call it, people of that type of title.
Andrew Colsky: Uh-huh.
Gee Ranasinha: put yourself in their shoes when are they looking at Facebook or Instagram? they're looking at it probably hopefully not during office hours right they're looking at it in evenings and weekends winding down time right catching up with friends with family looking at funny cat videos whatever stuff they're doing right I don't care right well the point is
Andrew Colsky: Right, right.
Gee Ranasinha: They're in the mood to watch some crazy guy doing a dance, right? And if they scroll and they see you talking about how you're going to offer some really crazy financial solution to address their company's need, that's not where you're... they don't expect you to be there. You're interrupting them. They don't want you there, right? And they'll be pissed off.
Andrew Colsky: Right. True. Right.
Gee Ranasinha: They don't expect you to be there. They expect you to be at other places at other times of the day. So just because you can doesn't mean you should. More than that, it's actually looking about...
Andrew Colsky: Right. Good point. Mm-hmm.
Gee Ranasinha: how your messaging matches up to the stages of which a buyer goes through to buy and whether that's ads, whether that's social, whether that's whatever. So there's a pretty famous book called Breakthrough Advertising by Eugene Schwartz. and it's an ancient book, right? But what he does is he maps out something called the five stages of awareness. And I think it's a good, you know, basic rule of thumb, right? There are five stages of awareness. There's unaware, problem aware, solution aware, product aware, and most aware. Okay, so unaware is obviously, the prospect's unaware. The prospect doesn't know they have a problem.
Andrew Colsky: Right. Right.
Gee Ranasinha: or they have a need so they need us to educate them to create entertaining informative content that introduces their pain point. Then you get to problem aware. The prospect feels the pain. They understand that this is causing them hardship but they don't know that there's a solution that exists to this problem. So in this case your content needs to focus on their symptoms.
Andrew Colsky: Uh-huh.
Gee Ranasinha: and should validate their frustrations if you like. Then you get to solution aware. So this is now the prospect understands that they have a problem. They know that solutions exist, but they're unaware of your specific offering. they're now in your category. So your messaging should position your solution as being the best path forward because you're better, faster, cheaper, offer more value.
Andrew Colsky: Right, right.
Gee Ranasinha: you know, yours is available in blue and everybody else does it in red, whatever your unique selling proposition is, right? What's distinctive, what's differentiated about buying from you as opposed to buying from somebody else down the street, metaphorical street, right? Then you get to product aware. So now they've gone through all these stages, they know that your service exists, but now what they're needing is proof.
Andrew Colsky: Mm-hmm. Mm-hmm.
Gee Ranasinha: They're looking for guarantees, reassurance that it's right for them. So now we're talking about testimonials, case studies, reviews, that sort of stuff, People are okay with buying something that they don't know from somebody they don't know of. They just don't wanna buy a lemon, right? So you need to, at the beginning of...
Andrew Colsky: Right. Absolutely.
Gee Ranasinha: I think I watched a podcast where you were talking about this with another guest. At the beginning, everybody is selling the same thing, whatever your product or service is. Everybody, all of us, are selling the same thing to a prospect, and that is trust. Because if they don't trust you, they're not going to buy from you. So there are trust signals that we can give, consciously and unconsciously, that will bring the prospect on our side. Okay? And then the last step in this five stages is most aware, which is the prospect knows your product, he knows it's the best solution for them, and now they just need a final push. So it's like a time-limited offer or a clear call to action, whatever it may be, to actually push them over the line. Right? So those are the five stages. Now what those five stages manifest themselves as,
Andrew Colsky: Right. Right. Right.
Gee Ranasinha: in terms of tactics is totally dependent on the business, the industry, the category, the customer, like I said, everything. there isn't, I can't give you the 11 herbs and spices, right? Because it's different for everybody. And it should be different for everybody because if it was the same thing, then buyers wouldn't be able to determine the difference between you and somebody else who looks like they offer the same thing as you do. So there needs to be.
Andrew Colsky: Exactly. Right.
Gee Ranasinha: some kind of differentiation. There needs to be something distinctive about you and whatever else you're offering compared to the competition. Because that is the unique thing that makes you you.
Andrew Colsky: Right, absolutely. Yeah. Yeah. And this is, you know, the all all of this is so important and and you know, the especially the facts where you were talking about understanding who the customer is, what their pain points are, what is driving them, being there where they're looking as opposed to in the wrong place, and building that trust which takes time and work. you know, they're not gonna just trust you because, look, this one commercial popped up in front of me. So therefore I'll just go and and buy that. Now, unfortunately, we are over time, so we can't get into anything further. No, no, no. No, this has been very educational and very helpful, and I really appreciate that. But the the messages, you know, are pretty universal from the standpoint of the couple things that we we just summarized here.
Gee Ranasinha: I'm sorry, my fault.
Andrew Colsky: But I love the way that you were able to break it down into something much more understandable as to why we have these different elements and why we're approaching it that way. So let me ask you this. You should, you should, you should consider that as your second career. so so if somebody is listening to this podcast and they wanted to reach out and get in touch with you, how would they do that?
Gee Ranasinha: I should be a marketing professor, shouldn't I? yeah yeah thanks for the thanks for the tip best way to get in touch with me is definitely on LinkedIn. Would you believe, Andrew, that there is only one G-Runner scene on LinkedIn? Can you imagine? How freaky is that, right?
Andrew Colsky: No. I would have I would have thought at least a hundred,
Gee Ranasinha: at least a hundred yeah I mean you know but there is only one g-runner scene some people say that's already one too many but there is only one g-runner scene so you can find me on LinkedIn I'm sure you'll post links in show notes and that sort of thing find me on LinkedIn I post videos twice a week just one minute videos just very small snapshots of various things that I think small to medium sized business owners should be thinking of or sometimes I'll go into a rant because somebody's pissed me off that week right so it happens what am going to say it's cathartic right so I'll do that but otherwise reach out to me there if you want to have a chat you know not necessarily looking for for projects because you know we are actually as the agency we are actually
Andrew Colsky: Ha ha ha. Right.
Gee Ranasinha: pretty full and we don't accept new clients very often. But if you need help, if you need guidance as to what to do next, I'm more than happy to help.
Andrew Colsky: Great, great. Well, I really appreciate that. thank you so much for taking time out of your day to join us and educate our audience. For those of you that are listening, be sure to visit our website, www.bpicked B-E-P-I-C-K-E-D dot com. And you'll find access to this show as well as all the other podcasts and additional information that will help you to build your business and grow your business, which is the ultimate goal. So we will see you next week on our next episode of B Pit.
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