Rick Denton: 0:05

You're listening to CX Passport, the show about creating great customer experiences with a dash of travel talk. Each episode we’ll talk with our guests about great CX, travel...and just like the best journeys, explore new directions we never anticipated. I'm your host Rick Denton. I believe the best meals are served outside and require a passport. Let's get going. Today, I'm excited to talk with Tony Sanchez, Vice President of customer experience at Comcast Advertising, a former Navy SEAL officer, Harvard Business School MBA and entrepreneur with expertise in marketing, sales strategy and business plan development. Tony brings a deep business perspective on what it takes to create and deliver great customer experience, and how that then creates great business. Tony's origin and customer experience came when he was least expecting it but quickly, he realized that even in a space like medical devices, Customer Experience matters. And it matters to the business bottom line. Focusing on where Tony is today, there's something particularly unique about Comcast advertising that provides Tony with intriguing opportunities for the delivery of experience and transformation that we'll get into during the episode. When Tony and I talked earlier, I also discovered he's got a great love for surfing and there is something so transcendent about that sport. I'm eager to learn more about that side of Tony, and how he brings that into his creation of great customer experience. Tony, welcome to CX Passport.

Tony Sanchez: 1:38

Excellent. Yeah, thank you, Rick. It's great to be here.

Rick Denton: 1:40

Let's have some fun today, this is going to be great. Tony, the Comcast brand is well known, especially in the US, but Comcast advertising was new to me, and is likely new to the listeners. Let's just start with a quick overview of what Comcast advertising is.

Tony Sanchez: 1:55

Sure, yeah, well, we'll start with the word Comcast, right. The Comcast corporation is a large umbrella of companies, most people know it for, you know, its high speed data products and the x one TV product, which of course are great. We have a group within it called the Comcast advertising group. And within Comcast advertising, there are two operating companies that itself so we're going to add a portfolio and I'm sorry, that's getting

Rick Denton: 2:18

already listeners, we're gonna have a whiteboard at the bottom for all of us. This is great, though, Tony. Because if it's complex there, what are we going to do with the customer experience? So that's great, we're gonna unpack that a little bit, this is gonna be fine. Yeah,

Tony Sanchez: 2:28

you're getting through it. So let's just take there really two fundamental operating companies. And if you take them in pieces, it gets a little less complex. So I started with the overall landscape. But within Comcast advertising, we have two core businesses. One is it's called effective, formerly Comcast spotlight and and effective is all about helping our advertising clients reach their consumers. So if you were trying to market your services, or goods or services to anyone in the US, you can work through effective to do that. And you can work through effectively do that, because we get, we get to leverage every single screen in the customer's home. unique and powerful. Yeah, we can, though, we're all well aware that people are moving away from cable subscription services, and all of that that's happening out in the world, that's just the direction of consumption of media, that TV is still the thing that drives the most emotion. So when you can put together kind of the experience someone might be having with their phone or tablet or on their laptop, with the TV itself, up there on the wall, it's a really powerful way of reaching and driving, driving. So that's, that's what effective is kind of keeping it really high level. And the other thing you can consider, though, is that the wide type of client base so we can surface everything from a small business client all the way up to like a national brand, like Coke or, or Toyota. So, so really wide standard deviation of the types of clients that that we work with. And then the other business is, is free will. So within the Comcast advertising umbrella, the other company, the operating company is called free will. And freedom is a platform company. So we have a really sophisticated software platform that it surfaces both publishers of media, those folks are trying to trying to sell their advertising space and and folks are trying to buy it. So they we provide the software through which ad transactions take place. So that is another sophisticated complicated business.

Rick Denton: 4:30

Oh, it is and that when we talk about this sophisticated and complicated it's gonna be later in the show. I want to ask you about this later in the show. But how Comcast advertising focuses on customer experience, just that spectrum of the companies you described like a small business to a national or global brand like you're describing that has to have its own set of customer experience challenges. And then when you're describing a platform that has two very distinct customers on both end right, the sellers and the buyers of that media, how that manifests, but I want I want to start with a little go back to your origin story a little bit when it comes to customer experience. I think that's gonna be foundational here. You talk to me when we were talking earlier that you were CEO at a medical device startup. And you shared with me that you realized without knowing it, you were doing customer experience before you even knew was customer experience. And so I want you to tell me about that. What was that CX epiphany? But why did it matter to the business?

Tony Sanchez: 5:25

Well, that's great. It feels like ancient history, if there's quite some time since I was in that business. You know, really, the, the essence of that wreck was that, you know, necessity was the mother of invention. We my startup medical device company, we had created a great product, it was a specialty surgery table for use in spine surgery operations. So it's a piece of capital equipment, classroom whose lowest regulated lowest path to market for sale in the United States, which is great. So we could get there but who are competing with though, are the major medical equipment sellers like hell bomb, and Allen, medical and Stryker, okay, so we are a startup with not a lot of resources, trying to market against folks like that. So in addition to not having a full product suite like they did, or other things, and discounts and all the stuff, you can offer a big, complicated deal that you might offer a hospital, we had one product and no distribution channel, our competition had either contracted, or, you know, FTE, you know, employed salespersons out there calling on those hospital accounts every day. And there's just no way we're going to service that. So what I ended up doing then was I started going into the hospitals myself to understand what's happening in this particular marketplace. And what I discovered was that the dynamics of the decision making process in the hospital itself had changed, used to be, you know, back in the 90s, early 2000s, that the surgeon was the primary decision maker is what the surgeon wanted, the surgeon would get, okay, so, my competition had built up distribution channels to gain favor with that particular decision maker. And that decision maker by demographic, statistically was a baby boomer, white male, okay. But that's not who's making the decisions anymore. And this is where it's exciting for me was that now because of the escalating healthcare costs in the hospital desire to reduce their spend, they had shifted decision rights. Out of the class three devices, those low regulated, kind of less risky devices, away from the surgeon, and now is really the or manager who's making the call and by a demographic that was typically an or nurse, most likely a woman who had grown up in the business of delivering health care to patients. And she was a Generation X person who was an Amazon Prime customer and all that went with that, yeah, she was much more apt to be comfortable shopping online. And she hated sales reps. For me, like I can't afford to compete by hiring these expensive right persons to go out there and holler, she didn't want those people calling on her. Anyway, what she wanted was a really easy way to understand what the product was and what it costs. And then when the SIRT when the product was purchased, it was being installed. She didn't want a salesperson in there, trying to hurt her favorite. She just wanted a clinical specialist, someone who knew the medicine really well. And what was important to safe patient care. Yeah. And so that was the model that I built, I didn't have to hire salespersons I needed on the back end after the sale is completed, a clinical specialist who went in there not commissioned, driven to make sure that that good medicine was gonna be practiced. And that was it. And so we were able to generate success and compete with significantly larger competitors. By focusing on what was most important to our clients and delivering value for less cost to our enterprise.

Your CX Passport Captain: 9:04

This is your captain speaking. I want to thank you for listening to CX Passport today. We’ve now reached our cruising altitude so I’ll turn that seatbelt sign off. <ding> While you’re getting comfortable, hit that Follow or Subscribe button in your favorite podcast app so you never miss an episode. I’d love it if you’d tell a friend While you’re getting comfortable, hit that Follow or Subscribe button in your favorite podcast app so you never miss an episode. I’d love it if you’d tell a friend about CX Passport and leave a review so that others can discover the show as well. Now, sit back and enjoy the rest of the episode.

Rick Denton: 9:30

that there's man, there's so many things in there. But I'm sitting here thinking you know, you and I are going to be talking about Comcast advertising as part of a large brand, all of that right. But the lessons you gave there are pretty interesting for the startup for the entrepreneur. For the one who's getting started. I've talked with entrepreneurs and a lot of them say you know, I'll get to that customer experience thing when I can write I may design a product or I may do that sort of thing. I'll get to that when I can. You're saying that was your your your competitive at advantage that was what drove you to be different from those entrenched industry leaders. And it does seem like that would be a lesson for any entrepreneur listening, hear that, you know, maybe go ahead and go out there and spend time with your customer. That was the other thing that I heard you say, Tony, is that? How did you discover that the buyer had changed? Well, you went into the hospital, you engaged with the customer base and found out oh, wait, it isn't the boomer physician. And rather, it's that the or manager, how did you decide like, what was it that drove you was it just simply, I can't afford a sales rep. Like you said earlier? Had you say you don't really want to go into the hospital, I want to engage with the customer. What drove that?

Tony Sanchez: 10:40

Well, actually, there's there's couple things out there that I think drove me in that direction. One is I happened. The reason I love medical technology in general, is because my father's a doctor, my mother's a nurse. And so I just have this affinity for, for people who provide health care. And I'm really comfortable in that space. And it's easy for me to be genuine and authentic, and just interview these folks. So you know, what I was able to, you know, get in front of some of the different managers and just kind of have this conversation, they were really eager to share with me what was going on and how the purchase process has changed and when the different committees just kind of came out normally. But you know, the other thing that I think is important to mention that just kind of foundational to me is like where did that come from? You know, you did mention in the in the beginning, that, you know, I had the benefit of serving in the SEAL teams, which I absolutely love. And that's foundational to me. If you think about what a SEAL team looks like our seal platoon, that's what I was in charge of back in the day, you got a team of about 18 individuals like a seal platoon is 18. Folks, we're not a battalion like we don't we like we have to really scrappy and only bring what's going to be really important and add value. So we don't I have a tendency not to think about all the big like what is the absolutely critical thing for us to do to deliver our mission. And so that was why I went into the hospitals like what's absolutely critical here and what's not critical. And I happened to stumble upon the stuff that they didn't want was the stuff I couldn't afford.

Rick Denton: 12:17

Yeah, the I'm frozen, because I'm thinking about what you just said there about the seal. And the you can only bring in what is absolutely valuable. If you're in that the the small platoon and you're you're going on whatever that mission is, and I don't know what all those missions are, of course, but you're not going to carry that that's kind of nice to have, I hope to have that. And so what I love about that story tied to your origin story there and custom experiences, you realize that the it wasn't a nice to have, you had to have that insight from the customer and understand the customer. And that's what drove that business successful. And it probably relates to that quote that is right over your shoulder and our listeners, you can't see this but over Tony's head is a surfboard. And I mentioned that in the introduction. But the surfboard says good CX is good business. Now clearly I agree with that. And many of those in the CX world and those listening agree with that. I'm curious before we talk about the CX side of things of that quote, just tell me about surfing. Tell me about that and its influence in your life.

Tony Sanchez: 13:15

Oh my god surfing a little

Rick Denton: 13:18

we've lost you now...?

Tony Sanchez: 13:20

it might soak up the rest of our conversation. I absolutely love surfing I've been surfing for you know, you know better part of 35 years. Now I started surfing when I was a teenager I'm in my 50s now. So what is surfing bring to me? Well, first, you know, I was a competitive swimmer for from age six to 18 was for her to play water polo at Navy. And it's not an exaggeration to say I'm better in the water than I am online. We're comfortable in the water and it's not extension at all to say that I'm not quite right if I don't get in the water frequently. So um so I love the water in the best form of the water is the ocean in my mind. So some of the things I like about it that I can then bring back to client experience are well first of all I mentioned like I'm more calm and more peaceful with the activity of being in the ocean so that absolute but also love the community of it. I love surfing with friends, my family now I've got four kids, you know, they all serve and so that to me is the greatest one I'm in the lineup with any one or all my kids. Yeah. But then the other thing I think is you know, when you sit there and imagine this right just visualize you know, sitting on a surfboard staring out at the horizon, you're looking at the waves come in. Like that's actually a moment where I get the chance to like do some deep thinking. So some comms and like, the noise the amount of noise in our daily lives. You know, like my my watch just doing while I'm talking to you like emails or you know, beeping and something is happening right now, when I'm in the ocean and I'm staring out into the lake looking for the waves coming in. None of that's distracting me, and I tend to get some good ideas. I oftentimes related to client experience, because I care deeply about that. And then I guess Finally, there's the obvious metaphor of, you know, if you are artful at being able to see the waves coming in, you can ride the wave. And that's the metaphor to business like, and that's kind of what I see in client experience, those who are smart enough to kind of see these transformations that are happening in your industry and combine it with your client insights, you can ride those waves to your benefit and take market share from your competitors.

Rick Denton: 15:30

Let's add that actually a little bit. Because I'm not a surfer. The closest I've come is I kind of go mess around a body surf or something like that. Yeah, oh, there's something I'll just write it, but not anything serious. But I have the sense that those of you that really know surfing, you can see that wave before any of us would have even noticed that it's a bump on the horizon. And so how does that translate into sort of that cuz you're describing watching the wave and that sort of thing? How do you look out on the horizon as a surfer or as a business person, either one, answer it either way, and recognize that, okay, that actually is coming in, that's real. That's something I need to pay attention to and be able to catch that.

Tony Sanchez: 16:10

Yeah, like, ride, the wave is probably just a too little high level. So let's try to break it down in light of the present customer experience, client experience challenge that I'm working on today. So when you're sitting on your surfboard, you're looking out of the ocean and you are looking for those bumps as they're coming in. Those are like major movements of the ocean, the who knows what caused them, but they're definitely coming your way, right. And the ad space that I'm working in right now, the ad tech industry, is unquestionably going through transformation is we're starting to see, you know, consumer viewing habits shift dramatically from subscription services to over the top OTT services. So that's unquestionably that's the swell that's coming our way. What else you have to deal with when you're surfing? Right, you have to think about the winds that are coming from the left. And the right are we if the winds are offshore versus onshore cross winds, it's going to affect the way that that swell breaks. And I think the winds for in this metaphor would then be the business environment, like look we're going into right now. And then 2023, we've got inflationary times, there's a lot that's happening out there in the world. And so the way you behave is also going to be affected by those, those winds. And then finally, like, you know, you have what's below you. If you're sitting above a sandbar, that's gonna cause the way to break differently than if you're sitting above a coral reef or rock or something like that. Right. And I think that's actually the business, that's the business you're sitting on top of like, the company you're at. It has what it is what it is, and the waves are gonna break differently for your company versus others. So you have to know that. And then finally, like, the way that you ride that wave, this is the art of surfing like you see someone who does this really, really well you get it is the way that you lead the client experience effort, how well can you then go and understand what's most important to your clients? In the context of everything I just said, transformation has happened in your industry, the present business environment and capabilities, your company, you put those things together with those client insights, and you can really ride

Rick Denton: 18:11

I think you created Tony, a, perhaps in your own industry, around if you ever and I'm not suggesting you do this, I know you're happy where you are, but you create your own business of surfing as the metaphor for greatness. I don't know if that's something you already had at the ready, or that was off the cuff. But I'm sitting here just amazed with alright, I kind of like that the off the waves, the below how you right at brilliant, I definitely will take that forward as that metaphor is I think about customer experience going forward. I imagined to get to some of those great surfing destinations, there is some travel involved and you do have to find yourself perhaps not in your hometown, but going long distances, and sometimes as long distances can have a little break. And so let's do that. Now. Why don't you a little change of pace here. Join me here in the first class lounge. Let's move quickly and have a little fun. What is a dream travel location from your past?

Tony Sanchez: 19:05

Oh, Hawaii, I used to reside in Hawaii. And in the younger day when I was in the Navy, and then you know, a couple years ago 2020 You know, my wife and I were celebrating wedding anniversary. We took our kids and some family members, my parents we all went to Hawaii and stayed on the North Shore and that was one of those things where I mentioned earlier you know, whole family in the water in the lineup. Nice. It was absolutely dream and actually this weekend even my um, my daughter was asking me when we can go back and I seriously thought about taking her to the to the to the airport with a credit card and just taking off. So yeah, like that's definitely something that I enjoyed of course because of you know, we talked a lot about my surfing world, but I love it more. So now that my family loves.

Rick Denton: 19:53

Yeah, it is neat. Yeah, I'm with you. That I've got a family that I've taken traveling and all that edit is it's so different when you get to see them experience the travel and then you experience it together as a family that has to be remarkably beautiful. I have Tony your comment of the credit card at the airport. Whenever I have someone who works for the airline industry on the show, I often ask them a question. So you're standing at the board in the airport, you know, you can go anywhere, pick a destination, and wouldn't it be neat to just be sitting there? Like, I don't know where I'm gonna go this weekend. Let me go to Hawaii. And what a great experience that would be. So thinking of that, though. So if Hawaii is your past, what's a dream travel location you've not been to yet

Tony Sanchez: 20:31

Bali, and it's another sort of destination. But you know, I'm not a huge consumer user of social media, but it's pretty predictable that like, you know, when I'm served up a video or a link, it's just something like, you know, hey, you should look at Valley and so I know this is influencing me, but I also have a lot of friends who have been there who say, you know, an NPS scale to 10 You, you gotta go so it is a bucket list idea for me.

Rick Denton: 20:59

I am jealous of when i Same kind of thing. I'm jealous of those that I've interviewed in Australia where Bali is just let's flip over to Bali, whereas for us it would be a lifetime trip. Right? We have heard just wonderful things. What is a favorite thing to eat?

Tony Sanchez: 21:13

Oh, man, um, I'm pretty religious about eating healthy. But having said that, I love really rich and flavorful foods. So I like ethnic foods, and I love Indian food. That's just my staple on a on a Friday. Thai food. Cambodian food. This weekend, I went to a mish Mosh with my son. It was Mexican Korean. Interesting. Yes, exactly. So. So it is kind of my wife makes fun of me. So it's kind of like it's kind of like, you know, a party kind of flavors are the ones that I like. And yeah, I like that mishmash.

Rick Denton: 21:54

That sounds awesome. I want to explore that place. That sounds great. Well, let's go the other direction. What is the thing your parents forced you to eat? But you hate it as a kid?

Tony Sanchez: 22:02

Oh, man, this is going to be? It's kind of gross. I mean, it it's tongue.

Rick Denton: 22:09

So I've had tongue too. Oh, my gosh, it's awful.

Tony Sanchez: 22:12

It's absolutely terrible. Well, so my parents, you know, I'm the oldest of six kids. And you know, my parents were really great at raising a close knit family and also being really kind of frugal about what we thought of all expenditures, including food and trying to feed that many people. So they would annually purchase a cow. Like they literally buy that and all the cows come cheap, keep it in my mama keep it in two freezers in our garage. But then when we had everything that came in account, so one every year once a year, that would come out and I did not like that man. I can't imagine came into my head like, oh, at the time,

Rick Denton: 22:51

you did not hesitate, listeners. I know you can't see it. But holy cow. I mean, you saw it almost on his face and his skin as he was thinking about what on earth was that experience with the tongue? What is we're leaving Tang, don't worry about it. We don't have to worry about that anymore. But thinking of travel, what is one travel item not including your phone, you will not leave home without.

Tony Sanchez: 23:11

It's funny. Goggles of course, I bring workout gear, of course. But I always throw goggles in there in the event that I can find why or a pool or a source or because of the fitness options offered in the morning. If I can get wet, it's gonna go a lot better for me than if I just exercise in the gym.

Rick Denton: 23:39

So let's go back to talking about customer experience. And Comcast advertising specifically, I know it as you described it, it sounds complex. It sounds just a different way to approach customer experience. So help me understand what's really different. And what's unique about that customer experience approach at Comcast advertising.

Tony Sanchez: 23:56

Yeah, well, I guess we'll start with just the overall approach to the strategy of how do you figure out how to improve client experience across those really complex businesses? Yeah. And so structurally, and I had good counsel and good mentorship on this, I believe, if you're going to drive client experience, you really need to work two ends of the spectrum, and you have a foundation of data. So the two ends of the spectrum are a you need to have some sort of CSAT measurements, some sort of mechanism, and we choose the Net Promoter system. And I'm a big believer in the Net Promoter system itself, the Net Promoter system attend as, as this mechanism to get a steady drip of client feedback. So that your clients experience steady incremental improvement to their engagements with you, kind of, you know, month over a month, quarter over quarter, they just always see the things that were bothering them before go away and the things that they like get better. Like that's great. So so that's the left side of the spectrum as I visualize this, so we know you need to have something like that in place. And that's that was kind of the starting point, let's, let's figure out how I do you know, versions of the Net Promoter system for both effective and free will. But then you have to counterbalance that kind of go the far off either side, the far right side of the spectrum is I'm visualizing it here with a moonshot. And that's, that's what I like to talk about this, what I like to think about in terms of the, you know, the story we talked about earlier, you know, went into the hospital and discovered, hey, wait a minute, they don't actually like sales reps, we can reimagine this whole process. Yeah. So I love I have a tendency to really like the idea of just kind of throwing out the existing model for a second. And imagine what would be awesome, what would be great, regardless of what whether it's practical or not, and then figuring out how we could do that. So I think we need to do both of those. So you know, at Comcast advertising, I have a group who put together that's responsible for putting the Net Promoter system in place across both companies and scaling it, maintaining it, upgrading it. On the other end, we have a research and design group that starts to think about what what is the art of the possible. And then finally, this is the key piece, right? You have to have a data Foundation, which includes the client feedback management system. So one of the customers of the client feedback management system, of course, is the Net Promoter system. So we have to use that but other mechanisms where you can get feedback, but the thing that I find to be foundationally necessary to understand what your clients experience is, you have to be able to understand these three things who did what and what was the business impact? Yes. Like, that's it, like, that's it. So when I say who, and this isn't a business to business space, this is hard. I'm not talking about the account. You know, it's not Acme, I actually want to know that Rick, is the marketing manager did what, you know, received an email with an update on, you know, on something we delivered him. And then he called, that's the business impact. He called customer service. If I have that kind of data, and not anecdotal, like I just gave you but more like at statistical significance 40% of our clients who get this email called customer service, within five minutes, there's something they're telling me something there with their behaviors. Yeah, the other thing is, like, I want to look end to end of the journey. And see, like, you know, so when Rick goes, end to end with this new journey, that this new product that we launched, he immediately goes back and buys it again. That's amazing. And actually, when he buys it, again, he doubles down his investment in the product. Okay, that's great, you know, or not, and again, with statistical significance, you can start to tease out what's working, what's not working for your clients cannot do that if things like your IVR data is not assessable, the product data, like if you have like, a lot of us have tools, mobile apps, webs, web apps, etc, if that data is not available to you, or your customer services, tools that are that your service agents may use internally, that you can't access, access that data and connect it all the way back to the individual and I used to use the example. Then you don't know what your clients are experiencing and how to connect to devalue. So So those are kind of your three components to how you figure it out? Yeah. And that's what I'm in the process of trying to construct here.

Rick Denton: 28:12

That and the last probably the last part is, well, actually, there was several things in there. But you saw me kind of get excited over and what was the business impact? Because I'm so tired of survey and score, yay, there's numbers went up, Oh, boo, the numbers went down. I push companies to go listen and act right. And to hear that that's what you're doing there Comcast advertising that what is it? What are these things? The who the what? And then what was the business impact? And that way, you can start to know which levers you need to do to move that forward. Now, you mentioned that, you know, you're you're starting to not starting, you've done that. But you're in the process of making that transformation. And you're doing that culture shift, what what's that culture shift been like there at Comcast advertising? I'm really curious, what are some of the new ideas that business has had as a result of that focus on customer experience?

Tony Sanchez: 28:57

Yeah, well, you know, we're not quite two years into this journey. And I'm really happy with how far we've come and how fast we've come. So, you know, what I'm seeing culturally, is, we're starting to talk about client journeys a lot more, we used to talk about a pint of ice out, you know, but by, by function within the company, you know, the product team might talk about, you know, this is what we're providing. And then you've got our customer service group, etc, our sales teams, and it was all segmented and as you know, you know, working in the customer experience space, is that usually in a department that client experience breaks, it's kind of between departments, right? So now like we are organizationally trying to think through that entire journey, and it's new, we're exercising, we're creating some new muscles exercises to new muscles, and we're figuring it out. Another thing we did that I was really happy with was we tried to install is kind of part of old vision for we're headed with Comcast advertising to build client experience into that. So um, What's cool have any Comcast advertising, you know, I mentioned that the ad tech space is going through transformation. Well, we're uniquely positioned. Because we've got this great company of effective, that is a significant player in the ad selling space selling advertising, we've got free will, which provides a platform, and we're sitting on inside the corporation of Comcast. And so we're this kind of unique mix of sets, we actually are well positioned to drive transformation in the ad industry. And in fact, that's what our vision is Comcast advertising will drive transformation in the administra industry. And when we inserted into that statement was Comcast advertising will lead with client experience, to drive transformation in the ad industry. So the way that we figure out how we're going to drive transformation is we start with what's important to the client. Yeah. And that's that that's hard. You know, it's really hard when it's as complex as it is in our industry. But it really drives it makes us more efficient, faster, and then higher, more profitable, I would, I would suspect, I haven't proven it yet. Because we'll be able to deliver things that customers want to pay more for. Right, it will cost us less.

Rick Denton: 31:12

I think I want to close there, Tony, that you said something that almost bookends it. And you set a sentence, let's start with what's important to the client. So here you are at Comcast advertising saying, Look, we're going to achieve this transformation in how business advertising is done. We're going to do it by focusing on the customer. Let's start with what's important, the client and that's what you did way back then at that medical devices company is realizing what's important to the client. And it's not fancy sales reps, but it's someone who can provide a great experience on the purchasing that understands the medicine behind it and all of that, driving that that forward. Tony, if somebody is listening to this and saying, Wait, I think I could use Comcast advertising, how can they learn more get in touch to learn more about Comcast advertising in general or even an approach to customer experience?

Tony Sanchez: 32:01

Well, effect is spelled effectv effect effective.com is a great place to start. That's probably the most most common thing that people would want to find it and if you can go there, there's a variety of channels.

Rick Denton: 32:15

So find Tony through effective if you're wanting to reach out to learn more about Comcast advertising the effective tool that sounds right, Tony, this went in a direction that I knew we were going to talk about surfing, but I really enjoy this country. I'm telling you, I can't wait to re listen to that. And really absorb that metaphor for business innovation and customer experience, all from the view of sitting on a surfboard. So I thank you for that. I thank you for walking me through your customer experience journey. I thank you for helping me understand why it's so unique at Comcast advertising as well. It's been a delightful journey for me, and I really enjoyed talking with you today. I wish you the best in the rest of your day, Tony.

Tony Sanchez: 32:54

Likewise, it was really super fun. Thank you.

Rick Denton: 32:59

Thanks for joining us this week on CX Passport. Make sure to visit our website cxpassport.com where you can hit subscribe so you'll never miss a show. While you're at it, you can check out the rest of the EX4CX website. If you're looking to get real about customer experience, EX4CX is available to help you increase revenue by starting to listen to your customers and create great experiences for every customer every time. Thanks for listening to CX Passport and be sure to tune in for our next episode. Until next time, I'm Rick Denton, and I believe the best meals are served outside and require a passport.