Eric Zimmer (23:46)

Jay responds to pretty much every question in the Lab and we did a hot seat with him where he helped me solve a problem that I thought we were going to need lots of hot seats to ever sort out. And in one 30 minute session I pretty much had the answer, which was amazing. So I highly recommend the Lab if you're looking for more connections with people who are doing what you're doing and facing the challenges that you're facing, people who have some more experience than you that can share that and access to Jay's wonderful brain. So I highly recommend learn more and.

Jay Clouse (24:22)

Join the Lab at the link in the show notes or visit creatorscience.comlab that's creatorscience.comlab we are back. Let's answer some questions from YouTube, then we'll do Twitter and we'll close things out with LinkedIn. Cam Edward Benton asks what things should an early creator focus on that a larger creator doesn't need to worry about and vice versa. Versa. I think in the early stages what you need to think about the most is your premise. What is your legible, compelling, differentiated view on the world? That is the thing that attracts people to you and keeps them with you. It is increasingly competitive out there. You have to be differentiated. And I'm not saying niche down necessarily. I'm Saying understand, what is it that makes you different from other people offering similar outcomes? Because there's plenty of space for multiple people offering the same outcome in a different way, or the different strategy or the different point of view. That's all you really need. So you need to be thinking, what is my differentiated viewpoint on a problem or vision for the future that is still legible, meaning it's easy for other people to understand, and compelling, meaning people care. You really have to nail this thing down. It's difficult to figure out what this is for you. Let's run this example with my business creator science. Okay, I said legible, compelling and differentiated. Now we kind of go in that order. So the legible thing that I do is I help creators grow, I help them earn more money. What makes that compelling? Well, what I'm not focusing on is just how to create more content. I want to help people capture a higher return on the attention they're already getting. And how do we do that in a differentiated way? We focus on experimentation, measurement, analytics, taking a very rigorous approach to this content thing. Okay. It's not about hooks or tactics or these flashy things. It is about rigorous experimentation. So figuring out your premise is the highest ROI thing you can do early on. And I wouldn't say that a larger creator doesn't need to worry about it, but by virtue of being a larger creator, they probably stumbled into this and are doing okay in this regard. What does a larger creator need to do that early stage creators don't need to think about as much? I would say probably collaboration and partnerships. Early stage folks can do this, you just have less leverage and it's harder to do. But the larger you are, the more leverage you have and the more ability to open doors with your following. And I think the fastest way to grow an audience is to get in front of that existing audience that other creators have gathered. Now, your competitors aren't going to just give you the stage, but if you find ways to do complimentary work to other creators, then that's a huge doorway for you. What's always interesting to me is creators like Cal Newport. He doesn't have any social media at all, and yet he has a large audience. So how does that work? Well, Cal puts a lot of time into making very high effort, high value, high leverage, products, artifacts, content in the form of books. And because that investment is so high, the quality is good, it's differentiated, and he goes to other creators who already have an audience and a platform that he is not competing with it's value. Add to bring his concepts to their audience and he builds his audience by getting in front of large audiences that have already been gathered. And I think that's awesome. Next question from YouTube. How do you know how much to charge for ad spots and videos or sponsored social media posts? Well, I take an experimental approach to this as well. On one hand, I know that there are price points that make it worthwhile for me to do it. You know, doing sponsored ads or promoted posts. There is a certain amount of effort that goes into this, and if it's an integration, that's a lower effort than if you're doing dedicated content. Doing dedicated content for a third party is a huge investment of time and effort that takes away from your ability to create content for yourself. So I'm not gonna do that work or take that effort on unless it is financially worthwhile to do so. And so sometimes there is this mismatch between the amount of money that it's worth for you to do the work and the amount of money that creates a positive ROI for the sponsor so that you get a renewal. And the earlier on in the journey, it might be more work than it's worth, to be frank. Now, depending on your financial situation, it might be worth it to have cash, even if it takes a lot of work. So, you know, I always tell everybody the first thing to start with is what is the floor of what makes this worthwhile to me right now? And once you have your floor, you take that floor, add 40% or whatever percent you want, and put that price out to whoever is inquiring and see how they react. It's always better if you can present this live in person. Over video is better than over the phone. But all that is better than in writing because when you present the price and you can see their reaction, you get a lot more data around how they felt about that price. Did it feel like a stretch to them? Did it seem like an easy yes? If it felt like an easy yes, then you probably have room to expand the price the next time, you know, so you kind of do this. But what you want to see is that that sponsor comes back and wants a renewal. First of all, you should follow up and ask if they want to renew. And if the answer is no, then that was not a successful campaign for them, meaning the cost was higher than the return. And that will give you some more data about am I pricing this correctly based on what the market can bring in? Part of this is also sponsorship selection. I give the example sometimes of if you have meundies as a sponsor and they're selling $30 underpants that is going to require a higher volume to pay off a $2,000 sponsorship than a law firm that signs a client for $3,000 a year. You know, my first podcast, we worked with law firms, accounting firms, executive placement firms, because the value to them, they just needed one new customer from that campaign and it paid for itself. So it was easy to get an ROI for them and charge a higher rate than if I was using like a smaller or lower priced consumer product. Next question from Kate M. Says, for a community or course, what is your view on refund policies and how can you be confident enough to offer a no questions asked refund policy? Okay, so refund policies. The one product I don't have a refund policy on is Creator hq, because that is a notion template that I cannot revoke access to. So having a refund policy in place sends a signal to bad actors that this product can be abused, basically, especially a product that cannot be revoked. So courses are a little bit similar in that people could take a course and then ask for a refund and say that they didn't take the course. But most course platforms will show you people's participation and engagement with the material. So you could put in place a refund policy that basically says if you finish the course and do not get the value, you can request a refund. Basically, top level, having a refund policy is good business because one, it creates trust before the point of purchase. Two, it will sometimes be the thing that gives people the confidence to make the purchase in the first place. And if that is true, if people are making purchases because there is the refund policy, you're almost certainly going to get more sales because the refund policy than refund requests. So having a refund policy in place is good business. When somebody asks me for a refund, I refund them, no questions asked. I don't make it hard. I don't ask for proof of effort. You know, it's just, yes, you can have a refund because again, that's an opportunity to build trust. You can be confident enough to offer this. If you have people who have experienced the product and had a great outcome, then you know this works for people if they are the right person. Most of the time, refund requests come from a place of misunderstanding or incorrect expectations. So it's an opportunity to revisit your sales copy to make sure that you are setting the correct expectations. But having a refund policy is good business. In the lab, I don't have a written refund policy because again, what I don't really want is tire kickers to come in just to look at stuff and then request a refund. But when somebody has written and asked, I've told them, I'm not gonna hold you hostage. Especially because this is an annual only membership. I'm not going to ask somebody to stick around for 12 months if at the end of the first month they're like, this was not for me. But sometimes I don't post a refund policy because I don't want to attract abuse on that product. So I think it's just good business to offer refunds. And in a self paced product where there is no incremental cost to you, I think making a publicly visible refund policy is a good idea as well. In a community, especially a peer to peer community, it's a little tricky because if people come in and they introduce themselves and they build connections and people are excited to see them and that person asks for a refund. Now all those people who had an initially exciting experience with that person are kind of like, what happened? Where'd that person go? I like them. What did they see that we obviously are missing? Should we maybe not be here either? You know, it's tricky, but it's always a good idea to have a refund policy, I think. And it's probably better to offer it and then retract it or revise it if you see that has become a problem than worry about it too much. Gaston asks, how much did you make in the last 12 months? Very direct question. I did the math and it's just, it's just under $800,000. Looks like it's going to be about $794,000 from July 1st of 2024 to June 30th of 2025. Okay, we have two more YouTube questions here about monetization. The first one is, I can tell there's interest in my niche topic, but I can't figure out what product I could sell aside from hourly consulting, which I don't feel enough like an expert yet to go there. Meanwhile, I spend hours communicating with viewers and comments on my video. It would be great to have some advice about where to start in terms of selling products or services. I truly, truly, truly believe that the more time you spend with your viewers, your readers, your listeners, your audience, the more time you spend with individuals in your audience, the more obvious good product ideas become. If it's not yet obvious what product to create, then you might want to just spend More time with your audience doing these things like communicating in the comments or by email. But my guess, if you've been spending this much time in the comments responding by email, you should have seen some patterns by now. What you're really looking for are patterns in their questions. And maybe not specifically the questions themselves, but maybe you see patterns in the underlying motivation behind a group of questions and you can build a product that addresses that desire or motivation. But patterns are what tell you there's a market here. It's not an individual or one off problem. There's actually a market for this specific thing, product or service. Hourly consulting is great. You don't need to feel like you are an expert to sell hourly consulting. People who buy hourly consulting simply need you to be more knowledgeable than them. And that's a huge unlock for a lot of people. You don't need to be the foremost expert on a subject for it to be valuable and worthwhile to pay you for your time if you are more knowledgeable than the person who is paying for that. And hourly consulting is great because one, you're monetizing at a slightly higher price point than if you're selling a self paced product of some sort. And you're doing great customer research. When you're talking to somebody live, you are getting incredible feedback, both in their words, in their body language. Like you get such incredible feedback when you're doing one on one consulting with people in your audience. So I would say start there and between that and your comments and your emails, you're going to see some patterns and you should figure out what are the underlying problems or motivations in these patterns. And let me solve that. The next question is from Charles Broomfield. He says many of the people I can help the most also have low buying power. I help people implement savings habits and systems. Is it a mistake to look for a low price option while I'm still small, less than 10,000 subscribers on my channel? How do you think through low ticket versus high ticket offerings at different stages of audience size? The reality is every market has beginners, intermediates, experts. Every market has the spectrum of how advanced the consumer is. And that's going to be this distribution curve of something. A standard distribution curve. Like most people are beginners at a thing, a few people are intermediate, and an even smaller percentage of people are more advanced. So in any market, serving beginners is going to be the largest segment of that market. But beginners are also most likely to have the lowest buying power. So it's kind of a trade off do you want to play more of a volume game by serving a larger number of people at a lower price point or do you want to go more upstream? I have opted for the more upstream approach. You know, we have folks in the lab with million plus followers or subscribers and I wanted to focus on those harder, more contextual, more advanced problems. Because the other thing about the beginner segment of any market is that that has the lowest barrier to entry for new competitors. The beginner segment of any market is always going to have the most competition. And so I tend to try to start up market and then move down market over time. Once you built a reputation at the higher end of the market because that also positions you in this place of almost like a luxury good. Like it's, it's more aspirational is what I want to say. It's more aspirational to work with you when you are working at the higher end of the market and then that becomes easier to pull in the lower end over time. The example that a lot of people give, I shouldn't say a lot of people, the example that my friend Jay Aconzo gives is it's easier to start a luxury brand like Tesla and create a lower priced product over time. Subsidize the development of lower priced product because people who were initially priced out of the Tesla market will want to purchase it when it moves into their pricing range. But the opposite is not true. You know, it's the example of like, would you rather buy a Rolex watch that is at a affordable price point? Would you rather buy something from TEMU that is priced like a luxury good? You know, you wouldn't trust this more commodity, lower priced option is worth the higher price if that's where they started. So all this to say I tend to focus on the higher end of the market first because you can have more meaningful revenue more quickly with fewer purchases and then use that to subsidize the development of products and services that serve the beginner market over time. That does it. For our questions on YouTube, we still have X in LinkedIn and you know what? I think LinkedIn might be a part two because there's so many questions on LinkedIn. So after one last quick break, we're going to get into the questions from X and then we'll have a part two episode on LinkedIn. So don't go anywhere. We'll be right back. All right, we are back and we are with our questions from X.com I finally started calling X instead of Twitter. It has lost the heart and Soul. That was Twitter. So it is X. I have been beaten into submission. It is x.com now. First question is from my friend Caitlin Burgoyne. She says, how does your ideation process look? Look, in other words, how do you collect, organize, prioritize and shape all of your content ideas? So this all happens inside of Notion. I use Creator HQ, the same Creator HQ template that is available for sale at creatorhq.co. it's a part of any Lab membership as well. But genuinely, this is where I keep all of my content ideas. We have a content database and I can create a new page inside that database for any platform. And each platform has a template as a starting point. So the podcast template has different sections, like, here are sources, here are links I want in the show notes, here's the bio for the guest, here are the questions that I ask, and then there's a repurposing area as well. But some of the templates are simpler. You know, if it's a tweet template, it's pretty much like, what's the big idea? I'm trying to get across, what emotion do I want to hit on? So I like to think about the different emotions that a piece of content can touch on, because emotions are what makes something resonate and more shareable. I'm certainly not the king of this by any means, but more and more my content, I'm trying to hit on the emotion of like, ah, I feel seen. Or yes, this was written just for me. So I'm really trying to shape things in that way. But on some platforms like YouTube, we have 10x100x the number of ideas as we do published content, and it becomes kind of a hunger Games for ideas. The game is to create more and more snapshots of an idea and then rank them and pull the ones that you just absolutely can't stop thinking about, as this is where we create it. And there was a second part of Caitlin's question, which was, the struggle is choosing which ideas to develop that my audience loves and drive business outcomes. I don't keep this as tight as I probably could, to be honest. Like, if I wanted every piece of content to drive a direct business outcome, then that content probably needs to speak to a core problem that one of my offers gives the solution for so that I can position that offer at the end of the piece as the obvious next step. But I don't think about that as much since the Lab is really the core offer. I just have this belief, and so far it's played out, that you know what I'm about, you know what I'm offering, and if I continue to provide value, you are going to find your way to that offer at some point. I could probably be way more aggressive and on the nose about this, but really I'm looking at which ideas have high performance potential on YouTube specifically. But that's because we've been optimizing for views on YouTube for a long time. It is my main discovery platform, so I do want it to reach new audiences. So I'm often looking through the lens of how big is the potential of this idea in terms of like the target market it can reach. And then on YouTube we are packaging or thinking about the package before we do any scripting or interviewing just to confirm that, yeah, we could see how this would perform well. But the drafting process that happens in notion, moving it along, the process of like in progress to complete that is a notion. You know, most content is kind of underwhelming, to be honest. Like most growth in terms of audience, in terms of followers, comes from a minority of content that just does very, very well. And most stuff I think is more like audience engagement more than audience discovery, if you know what I mean. I'm basically trying to make good with the current audience rather than attract a bunch of new folks because I'm just not good at the attention game. I'm not good at attracting new folks as much as I am at just continuing to speak to the people I'm already reaching. Parker asks lessons from having multiple products versus one membership. I think I kind of already addressed this. It's just so much simpler to build up mind share around a single product that has a great name to it. I think a great signature product actually builds top of funnel for you. When you have a signature product that becomes so well known in terms of value proposition, if that value proposition is in alignment with your overall brand, it becomes this great flywheel where people buy the product. People have such a great experience, they talk about the product, which brings people to your brand, which brings people to your product, which brings people to your brand. So having one product I've just found to be so soothing in a lot of ways. But the lab isn't the only product that I sell. It's about 50% of revenue. Creative HQ is a big segment of revenue as well. And what I do on the backside of any of those products, as I said, is if you purchase one of them that's included in the membership, I'm going to encourage you to roll that investment forward into the membership. And I just hope that you have a great experience and you stay there. And so far, two out of three people do. That's the, that's the retention numbers. Working on making that better all the time. But above 50% is very good. Brian Feroldi asks your thoughts on paid ad strategies like retargeting. I haven't done nearly enough paid experimentation. It falls in this bucket of this is a great idea and I know it could work. In fact, I know that it does work for a lot of people and I could figure that out, but that would take a fair amount of effort and I can't do every viable strategy that is out there. I just want to do a few of these things really, really well. And paid ads, paid retargeting, I haven't tried it. I don't think my offers really align to it. I think to do paid ads, this is also kind of a volume strategy. And so you want a product that is probably $29 or less. You want to get this paid funnel to be self liquidating in a pretty short payback period. This is all like a fun optimizing game. And I know a lot of people who grow their lists basically for free because their $29 product pays for the ad spend. And so they get a customer who hopefully has a great experience. Their list grows and it's a really smart strategy. But you've got to put a lot of time into learning how to do that or you've got to hire somebody who knows what they're doing to set it up for you. That's going to eat into the self liquidation cost. It's going to add costs and make it harder for that funnel to be sustainable. But a lot of these groups, you know, you could hire them to set things up initially and then you can kind of run it on your own. We had a woman named Taylor Cooper come into the lab and do a workshop on Facebook ads. That's just like an off the shelf. Here is how to do it. That's available to all members in the lab, regardless of tier. And that's a really good starting point if you want to try paid ads but you don't want to pay a third party. She really showed how to do it. And if you can get someone to teach you how to do it and do it yourself and look at the numbers, I think it's a really good strategy. Demetri asks, what's your personal advice for making the most out of a conference or networking event? I had a friend named Andy Sparks tell me one Time that his goal with every event is to leave with one new friend or somebody who could be a lifelong friend. And I think that's such a great goal because the impact is high, the effort is relatively low, it's very achievable and it doesn't put this pressure on that I think a lot of people have, which is like, I need to get the most out of this. You feel like if you're there and you've dedicated the time, you just have to do the most to get everything out of it that you can. That's a lot of pressure. And so, number one, I love that goal of can I leave this place with one person who I think could be a lifelong friend? The other thing that I really, really recommend is to host a dinner at this event. It is so powerful to be the person who gathers a group of people at one of these events. And it's not that hard. The hardest part is actually looking at the schedule and finding the right time block to do it and then finding a location that's walkable from the main venue. But when you host a dinner, you can invite the speakers of that event because even the speakers are feeling this pressure of I need to get the most out of this. And so if you tell the speakers, hey, I'm hosting a dinner and a bunch of speakers are coming, you can be the person who gathers some of the most influential, in demand people at that event into a room for an event that you have put together. And it's so, so powerful. It's an absolute cheat code to networking at these events. Instead of trying to fight the entire crowd of the event to meet a couple of these high value people, host your own dinner and invite exactly the people you want to meet. Most people are going to say yes. Nathan asks, what are you spending money on right now that's increasing your happiness? Especially stuff you wouldn't be able to have if you were in a high cost of living city like New York. So I live in Columbus. It seems like Nathan lives in Columbus as well. Things that increase my happiness. I mean this entire basement project of building our home studio, finishing the basement, this has been a huge return on investment in terms of happiness because we got 50% more house. It's the summer our air conditioner was out for the last three days. Basement stayed cool. The theater room is incredible. I love tv, I love movies. So that's a great place to end the day. We have a little library down here, so that's fantastic. I've gotten much more into audiobooks. Lately. So Audible, even Spotify Premium actually has a ton of audiobooks I've been reading on the Kindle. More I think my walking treadmill actually was great. That gives me a chance to get steps in on days where it's more difficult to get out of the house or get outside. Yeah, I think that's kind of it. I mean, I love owning a house. There's a really good argument to be made about renting versus owning. And believe me, when you get a larger house, you have a lot more to maintain. It's a headache. It's expensive. But working from home to have full control over my domain, it's just awesome. We are constantly investing in making the house better and better. From a design and functionality standpoint, it's really great. So I'm a big fan of owning a place in wherever you are. But you know, in a city like New York, that would be a lot harder than it is in a suburb of Ohio. That's been great. Oh, I guess one last thing I will say my wife and I love tasting menus. So if we can find a good restaurant that has a tasting menu, I'm happy to splurge on that dinner because it's just the best. Next question on X comes from Shushant, who asks a diversification of channels that get you the most revenue. For example, how much YouTube contributes? How much X contributes? This is difficult because on one hand I could just look at direct attribution of revenue. Like I know that YouTube pays me somewhere between 12 and $40,000 per year in AdSense alone. And then there's integration. So I could talk about sponsorship. Actually, I'll do that. So last year the newsletter did $57,000 in sponsorship, which is almost half of our total sponsorship budget. The podcast did 20,000. YouTube contributed about 60,000. So the newsletter and YouTube are about 5050 in terms of direct sponsorship monetization. And if I look at this year, is that trend holding close? Newsletter is higher than YouTube because we haven't had a big video like YouTube. AdSense is driven by views and we haven't had a video be as successful as our Jenny Hoyo's video. We recognize most of that AdSense revenue last year. So right now newsletter is about 50% of sponsorship overall. But when you compare it to memberships, it is so much less. Newsletter sponsorship is 13% what membership revenue is in the business. And in General, sponsorship is 16% of revenue overall and the membership is 62%. So you know, most of membership sales come from the newsletter or the podcast and then YouTube. Social media generates very little direct revenue attribution in the business. I basically ruled it out. I hope that social media gets people to email, but I do not monetize social very well. I could sell some integrations, but it's just a drop in the bucket compared to focusing on making more of my own content. That's valuable and makes people aware of the lab. So the membership is the biggest thing. Sponsorship is a distant second. Yeah, we have twice as much sponsorship revenue as digital product revenue this year. Digital product revenue is actually on par with affiliate revenue this year, which is kind of surprising. But I think a lot of digital product revenue gets eaten by the basic tier of the lab. So really, digital products, affiliates, those are in third place behind sponsorship, which is a distant second to memberships. Tobias asks recently, you've spoken a couple times about the macro changes you see in social media due to AI's impact. With that in mind, what would Wise Future J's advice be on what the 8020 of marketing will look like for the next five years? Where's the best risk reward? Well, if we're talking about discovery networks, again, I'm in a privileged position because I have owned media now, my newsletter, my podcast. These properties have dedicated subscribers who get it and consume it every week, and there's not an algorithm in the middle. So my future plans are mostly on those platforms and YouTube, because YouTube is kind of like a scaled version of the podcast. But let me take myself out of that place and assume that somebody is getting started today or in the next year we'll call it. What would be my advice for the 8020 of marketing for the next five years? I think most importantly is that you pick one medium to get extremely good at. Okay. And by medium, I mean video, audio, writing, or I guess design. You know, if you think about carousels, because these are their own games that you have to get good at. And trying to do all of them really well is very difficult. It starts to proliferate where you feel like you need to show up. And if you're getting started, you just need to get really good at one thing because you don't have any leverage when you're getting started. You have no leverage. So you have to outwork and out qualify, like outclass very good people. And you're only gonna do that as a beginner if you're dedicating just a huge amount of your available time towards the pursuit of getting good at that thing. So it might be that you only get good at Instagram carousels It might be that you only get good at YouTube, it might be that you get really good at short form vertical video. But pick one of those mediums to say, I am well suited to do writing, I am well suited to do video, I am well suited to do design. Pick one of those three. Even if you're well suited to do all three, pick one as a starting point and say, okay, based on this medium, what is the best platform for me based on the audience I'm trying to reach. If you're focusing on writing, which would lend itself well to LinkedIn, but your audience isn't on LinkedIn, don't do LinkedIn. You know, you've got to know what platform are my people on and what platform am I a big consumer of so that I will know when the culture and the trends and the meta changes on this platform and go with that. You know, even if, let's say you want to do short form vertical video, you could take on Reels, TikTok, Instagram and YouTube shorts at the same time, but I really wouldn't recommend it. I would pick one of those platforms because yes, the same asset, cross posted will get results on all of them, but they are different enough that you're going to have to create that asset for one in particular. And so choose that platform, get really good at that platform, because the only way you're going to build leverage is if you build an audience. And you're only going to build an audience if you out compete really good people. And you're only going to out compete really good people if you are learning quickly and getting a lot of practice and really becoming a student of one platform. So if you do that, if you become a student of one platform, you build an audience on that platform, you create leverage, and now you have the ability to expand and do other platforms and collaborate with other people. But I really, really, really cannot overstate the importance of focus, restraint and choosing what game you want to play. They're all equally viable, but they have varying degrees of difficulty and really the difficulty depends on your interest in learning the thing or your existing skills. Like, I think YouTube still has a very, very high ceiling, but it also has the most moving parts and things that you have to get good at or hire for to be good at. So YouTube is a team sport in a lot of ways if you want to do it well. Whereas you can find a format that is low production value, that works in short form video and get really good at that quickly. I don't want to pick like a Winner of a platform. I guess it's kind of telling that I'm personally focused recently on YouTube, LinkedIn. I think substack based on their notes feature is also interesting. But you got to pick one and really, really focus for years. This leads into Mark's question, which is what's your best advice for hiring when building out your content team? We heard this from Caleb Raulston on a recent episode. Don't hire a social media agency. I really, really don't recommend it because the agencies that are good and worth hiring as a social media agency are going to be really expensive getting started. That's more money than you should probably hire for. Most of the time they're just behind on what actually works. What you really need is to think of each platform as its own like ecosystem in a way or its own almost mini business. Like I really want to create P&LS for every platform we operate on and put one person in charge of each P and L. So we can see, we can localize the costs and the revenue for each platform to see which is working well and also have like a creative director for that platform. Because again, I truly believe that if you want to compete on these platforms these days, you've got to know that so, so well. And it's changing all the time that it's not practical for one person to know all these platforms really well on their own. Like you're going to be giving something up. I think you want a world class person who knows a platform inside and out, leading that platform which you know, the more platforms you're on then now it's a lot of hiring. One person might be able to do like two platforms and maybe you can have a working knowledge of multiple as I think I do. But I'm not killing it on any of these platforms because I can't be world class at all of them. I need to hire for it or I need to scale it back. It's just hard to play all these games and have time to be a human. So hard to have time to be a human when you need to be online all the time to compete in this game. And if you can't be a human, what's the point? What's the point of playing this game in the first place? Last question here from Twitter and we're gonna call that the last question for the episode. We'll do a part two with LinkedIn. But last question is from Matt Barron who says tell us what you envision your life like five years from now. Five years from now. The book that I'm working on right now will be done and I will be extremely proud of it and I think it will be a large part of my life. Five years from now, I think it will be picking up steam. I really think this is the type of book that's going to be more relevant and more successful over time. So I think five years from now the book will be doing pretty well. I'll be getting some speaking opportunities. I don't know if I'll take those speaking gigs. I'm going to limit the number of speaking gigs I do because I don't like to travel. But I think I will have built a reputation and some mind share around the topic of trust. And I think I'm going to be talking a lot about it, not just on my platforms, but other people's platforms. And I will be in the same house enjoying the same finished basement we have made. I hope we have a second, if not third, child five years from now. And I hope I'm working less, I hope I'm writing more, I hope I'm reading more, hope I'm working less and our family is bigger. That's what I hope for my future. And I think that's probably what a lot of people hope for their future. And I am not that different. So that is today's part one of Ask Creator Science. We'll record a part two where I answer questions from LinkedIn, because again, I think I had like 30 to 40 questions on LinkedIn, which is the same number of questions I just answered. So we'll do a whole part two coming up with all of my questions from LinkedIn. Thank you for asking these questions. By the way, whatever social media platform you enjoy, please find me over there. So when I ask for questions like this, you can participate and ask them. If you have any thoughts on this episode, I'd love for you to comment on Spotify and let me know. And if you're listening on Apple Podcasts, please consider leaving a rating or review. We're getting closer to 500. That is a huge milestone for me. It would mean a lot to get there. In any case, thank you for listening and I'll talk to you next week.