How our Prophit System Forecasts Creative Volume

Most successful brands at CTC, producing the right amount of creative volume and the diversity needed to achieve the creative results they're looking for, work with at least three creative vendors. An internal team of designers, us for UGC and branded ads, and a third vendor. And many work with a fourth vendor, right? And so that asking your internal team and your external partners to produce volume of creative against the same evergreen course use every month is what's gonna give you diversity to fuel a strong evergreen account structure. - This episode is brought to you by data ships. Here's a problem most brands don't realize they have. The way you're collecting marketing consent is costing you tens to hundreds of thousands of dollars every month. If you're using default consent settings on Shopify checkout, you're probably only getting about 40% of your paying customers, subscribe to email and SMS marketing. 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With AI optimized consent and real-time compliance management that sends bigger, higher quality customer audiences directly into your email and SMS tools, go to dataships.io/demo to learn more and start your free A/B test to see your actual incremental LTV uplift. That's dataships.io/demo. Hey folks, welcome to the e-commerce playbook podcast. I'm your host Richard Gaff and director of Digital Product Strategy here at Common Threat Collective. And I've joined today by Adrian Barkley, who is our VP of Performance Creative here at Common Threat Collective. Now, I'll say for the folks out there, I've gotten that wrong like five times. So we'll see how producer Corey cuts around it and now it comes out of the end. But anyway, Adrian is joining us here today to talk about something that we, I mentioned or rather Taylor mentioned on the podcast last week when I was talking to him, which is about this idea that creative strategy is dead. Now that doesn't necessarily mean that creative strategy is truly dead, but the creative strategist in the old sense of the word is no longer the paradigm or whatever that we want to think through when we think about creative. But what we do want to think through is something fresh and new, which is what Adrian is bringing to the table here. So we're going to have her jump into a deck that she's going to share with us, which talks a little bit about how creative strategy is baked into our profit system so that we can come to us for a forecast to build out your marketing calendar to get a sense of what you think the next 24 months should look like or whatever. What we're also including in that is a full creative plan. And so Adrian's going to walk us through that right now. So I will turn it over to you without further ado, Adrian. - Yeah, thanks, Richard. I'm excited to chat through this. I'm actually going to use a real client that we just completed a process for. They started the prop system, now they're working with us in multiple areas at CTC on an ongoing basis. And what many of our customers do not realize is that when you purchase a prop system at CTC, yes, you get the whole nine yards, you get a 12 month forecast, you get all of the channel on it, everything that you would think you would get. What many people don't realize is that we deliver a fully operationalized creative forecast as well to match those spend targets that your profit engineer sets for you in the prop system process. So we talk through your current creative state and creative scoring key gaps, our demand model, which we've built. And I'm going to show you guys which tells you your ad volume needed in any given month against your 2026 forecast, how we think about creative production strategy in a very operationalized way. That's like easy to chew. Instead of just like, okay, we need more ads, we need more ads. I don't know how many of you are so tired of people telling you we need more ads and not having a follow up plan, right? So ad types format needed every month, how we think about taking production against your core skews and really, really breaching those ads against a persona and pain point approach to make sure that meta has specific customer creative types that we're speaking to. And then ultimately operationalizing your production pipeline for 2026. So that's actually actionable every month in a way that matches not just guesswork. And your growth lead should be able to do this. This is not a separate role that we believe should exist at e-commerce brains. This, the capabilities and the reason why we built them into stateless is so that anyone working on day-to-day growth of the business can have visibility and accountability into monthly creative volume and have not just a what, but like a so what, a next step, right? So that they can actually produce the outcome needed to hit their, their spend goals in the most effective way. So I'm gonna walk through a real presentation for a recent profit system client, what it looked like, what you get when you work with us for a profit system at CTC and how you can take that plan and ultimately run with it no matter what creative vendors you work with. Most successful brands at CTC producing the right amount of creative volume and the diversity needed to achieve the creative results they're looking for work with at least three creative vendors. An internal team of designers asked for UGC and branded ads and a third vendor and many work with a fourth vendor, right? It's not ad hoc batches of like, oh shoot, this isn't working. So we let's go make 50 of these ads or, oh shoot, like performance is down, let's run a sale and go make a bunch of ads with a sale. It's not that at all. It's a diverse set of vendors delivering consistent creatives on a monthly basis against your evergreen excuse. And so this plan will get you there. No matter who does it, it'll show you the numbers of how many so that you can go tell everyone what to do, right? Cool, I'll move on to the first slide in our prop system is going over the creative demand model specifically the creative score, okay? So for this brand, they spent 20% more year-over-year and saw Rolex drop by 20% and, you know, while some of that is normal, obviously, higher scale leads usually directly to a higher pack. That is a pretty dramatic drop in Rolex and it's not sustainable for them. Now the creative score here is shows that they are actually in a pretty good spot. They're scoring an overall 60 here. For a couple of reasons. So what this score does is it takes five sub-scores, your evergreen share, which is the percentage of ads that have been running consistently for 30 plus days, your row-ass and your spend degradation, which is the change in spend and row-ass after the initial launch week. Does it go up? Does it go down? Does it remain consistent? That's really important because if you launch ads and seven days later they die, your degradation is going to demand a higher level of ads every month. An ad clonetration, which is the percentage of total ads been concentrated in the top five performing ads and in zero revenue rate. The percentage of active ads that had zero spend during the measurement period. Totally normal to have ads that don't spend. Don't worry about it. I'm really tired of people kind of like, or finding ways to try and force spend ads that don't spend. If you have a healthy account set up on cost controls and you're delivering a consistent pipeline of new ads every month, meta will find new winners. Zero revenue rate is totally normal, but obviously within reason, right? So this brand has an incredible score for many of these metrics. However, evergreen ads only represent 4.6 of their portfolio, which places their metric in the 20th percentile. So increasing long-running ads can improve stability here and ultimately, a consistent pipeline of diverse creative could add incremental scale and improve efficiency for this brand, especially as they're trying to grow this year. So the reason why they had a lack of evergreen ads last year was because they launched very few ads. So this chart on the next slide then shows a hindsight of 2025 by months. And the blue, the dark blue is how many ads you launched and the light blue is how many ads should you have launched? And you can see here that in, for example, January 2025, they launched five ads, but the model was asking them for 31 ads. So what could have been the outcome if they simply designed 31 ads instead of five? It looks like they spent kind of relatively flat year per year for that month, right? However, their efficiency degraded and the model was asking for more output. They only produce five ads. And so you don't ever want to be stuck in that place. You don't want to be like, what could have happened if we did what the model was telling us? You want to be like, we ruled this out. Cool, we made the 30 ads. We still didn't hit our forecast. It must be something else. That's how forecasting works, too, is process of elimination of your core issues. And so when you're looking, we are finally getting a data back model like this, following the recommendation is the easiest way to chip away at the what ifs, right? What if it could be this? So, and this is a really attainable model. 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Just go to dataships.io/demo or click the first link in the description below. Now, some months they launch five, some months they launch 20. They never hit the desired outcome until December. You can see that in the chart. So then, we built them a forecast for 2026 going into this year and they have higher spend targets this year, which means they need a higher amount of ads, naturally, and their efficiency has been poor. But the run rate for their efficiency over the last six months has not been consistent, or it's degraded over time, right? They're seeing a CAC rise and they're wanting to spend more. So that's going to require higher production volume. There's just no way around it. So with the spend forecast we set for them for 2026, the model then tells us, "Here's how many ads you need every month." To have this 12 months in advance and be able to execute your production pipeline against a forecast that is this specific, you cannot get that anywhere else. Maybe some sort of manual sheet that people spin up, I'm sure, I find their own ways of achieving a creative volume necessity. But this is right there in Stalas. And if you were to change your target for February, your amount of ads would change too, right? So spend changes, amount of ads change. But at least at a high level over 2026, they understand here that they need about 50 to 60 unique ads a month to hit their spend most effectively. With November peaking at 99 ads. So and it shows you your progress too. So it tells you January 2026. So far we have made 10 ads. We need to make 50. There's a Delta 40. Who's making them? A profit engineer on their weekly call is going to be like, "I need 40 more ads. Where are they? Who's going to make them for us, right?" And if they can, right? Then it's easy solves, right? CTC branded can step in with branded ads that we produce. CTC, UGC can step in with UGC ads that we source. So this is all directly in Stalas. I can also share my screen there so that you could see the same view kind of in an active way. But it tells you in your dashboard, right, your creative dashboard at CTC in your store. Your creative score, the target for the month, there's no core moments this month in terms of calendar moments that are happening on their marketing calendar. So all of these 50 ads need to be evergreen. And then you can also assign these evergreen ad planning to the producers. So the client is a client going to make them. Is CTC, UGC going to make them? Is CTC brand going to make them? How many of those are going to be video? How many of those are going to be images? When you commit to the plan, you execute against it. You rinse and rape every month. So it's right there in Stalas. So I was going to just cut in real quick and say, I'm sure we'll get at some point get into with the actual process. Once you've selected CTC, UGC, CTC branded or whatever, look what that looks like. One thing that I did want to mention too is that like a lot of the struggles that we've had in the past with creative strategy have to do with, oh, we need to make X amount of ads and we need to make them right now. And that's kind of the amount of runway we have. But one thing that's worthwhile to point out, which you already did, is that because you have a 12 month plan here, you have some sets of like, oh, actually, I'm going to need 60 ads in June. Not just, I'm going to need 60 ads right now. So that provides, I think it maybe give some, a little bit of like a view into how we're able to actually produce for those upcoming months. There will be some fluctuation, right? Like if June goes terribly or whatever, then July's going to need to look a little bit different. But at the very base, if things kind of, it's business as usual, we know that July will require 60 ads or whatever. So we can be preparing for that in previous months or even right now, right? - For sure, yep, exactly. And if you're not, like, if you realize the gaps early and you're like, okay, we're just not, we're not able to produce this amount of ads on a monthly basis, how can we plan for that to happen in Q2? Start having those vendor discussions. Start, it's an internal hire. Start having those interviews. Getting that, because you have the plan all the way through the end of the year, getting that resource or resources in place so that next quarter, you can be producing against the outcome. It shouldn't have to be just an L every month. - Yeah, right. Okay, let's keep rolling on here. - Cool. Okay, so you've answered the question of how many ads do you need? The volume is clear. Now we talk about what should the ads be? Because telling you 50 ads is not enough to go produce those, right? So if you look at a very high level first asset breakdown, which is a really easy report you can pull and motion, and it tells you of your total ad spend, what percent or videos, what percentage still images, and what can we take away from this media mix? So in this account, videos received 69% of accounts and they delivered a higher broass and a higher AOV. Similar click to purchase ratio to video, but images saw slightly lower cost for click and a higher CTR. So images are actually driving a higher upper funnel engagement metrics, CPC and CTR being stronger. However, the image ads that this brand launched historically have been almost entirely sale or offer based. So there's no really persona strategy going into their image ads. Meta is loving their video and their UGC because it's a clear target customer. Whereas the image ads are just driving a high engagement because of the price, okay? So what we are recommending for this brand moving forward is keeping this 70/30 split between video and static, but shifting a very intentional persona strategy into their UGC, sorry, into their branded ads, their static branded images, because we believe that the images could get more scale if they were designed more intentionally. Okay, and then third asset type that's missing from their media mix is UGC statics, which are super overlooked. So they have good amount of UGC videos flowing in every month. They don't have UGC statics and that is a really easy lift. If you're able to just ask your creators to not just send you the video but also send you an image, it's the easiest ad type in my opinion. You add a text overlay, you add a headline, it's not. So then we dive one layer deeper. We know that about 70% of their asset breakdown should be videos, 30% should be stills. And we also want them to be more intentional with their still production to be more persona based, not just offer ads. Now we look a layer deeper here and we actually see that their top performing UGC videos are music only. So even with just kind of like a very low lift, like these UGC videos have no voiceover, their music only, there's no text overlay, there's no captions, even with that, they're receiving the majority of the spend and they're scaling more effectively than statics. So if they were to start adding voiceovers and captions onto their creator briefs, they could unlock a ton more volume here with UGC. So there's this opportunity across the board for these asset types. So we talk through asset, we talk through volume, we talk through asset types, then we talk through merchandising your production pipeline. This is the same approach we have to add account structure at CKC, we think about merchandising your add account structure. You should be making ads to fuel those exact campaigns. So you look at top products and this brand specifically should be producing their ads according to the revenue that's being driven by their core products. So 62% of their ads they produce every month should be for reps, which drive the majority of their revenue. 10% should be women's sleep sets, 9% should be nursing covers, 5% should be baby sleep sets, and then they have kind of these other subproducts, carriers, swaddles and crib sheets. And when I was doing this presentation, what I uncovered was, or the quite a good question I got, which I don't have this context. So this is why this conversation with the client is so helpful, right? The good question I got was, okay, we understand producing creatives against our core revenue drivers, but what if we want a new product to be a core revenue driver? And it's not yet. For this brand is as easy as creating a dedicated campaign for that product and starting to produce a dedicated amount of creative for that product every month. And unlocking new incremental revenue behind it with a consistent pipeline of ads. So that was really helpful for them. The next phase that we go into is talking more through, what do we really mean by persona focus branded ads? The UGC ads, that's for a specific persona, is an obvious no-brainer, right? You have the new mom, she's wearing her baby in a wrap, she's talking about why it's so comfortable, she loves the color, meta finds the target customer because the talent in the UGC looks like the target customer. Now with static ads, branded ads, this can be more challenging, but it comes down actually to the asset you use mixed with the messaging on the actual ads. So we developed three different personas for moms who are potential net new customers for the wrap, okay? So you have the overstimulated first-time mom, the sleep-deprived contact nap survivor, and the thoughtful gift giver. Okay, so you could do 10, 20 personas for every evergreen product. We started with three as just an example of how we think through this, but if you're not calling out your persona on your creatives in a very specific way, it makes it more challenging for meta to go find your target customer. So because all of these ads are going into new customer acquisition campaigns, we want them speaking to all types of different pain points in a mom's journey. Saying mom isn't enough, saying does your baby only contact nap is way more specific, okay? So again, like if you're watching or viewing with us, this is just so solid, right? First-time moms, it's not it. It's not moms with multiples. It's not a mom who's on her fourth kid. It's the new mom, right? And the copy on here says feeling overwhelmed, touched out, and unsure if you're doing it right. So immediately it speaks to her potential lack of confidence in her approach to motherhood, which we know can be a very real problem for first-time moms. Solly was made for moms because we get it, right? And then you move on to this next one, the sleep deprived contact nap survivor. This ad says, "P-O-Z, your baby only sleeps while being held, so you decided to make the most of the short season. It turns her pain into an immediate solution that we can solve, like make the most of it wherever all day, right? It's a short season, it won't last forever." And then lastly, like the gift, this gift angle is a huge persona in and of itself. It shows mom wearing the baby, and it says, "Baby's can wear clothes for max two months." Right, that's probably generous. Can be used with babies eight to 25 pounds. So give the new mama in your life a gift she'll use again and again. Don't give her clothes, she's plenty of clothes, her baby's gonna wear them for two weeks. Give her a gift she'll use again and again, right? So these different personas are gonna unlock new customers in meta and therefore drive incremental new customer revenue. - I wanna pause here real quick, because one thing that's interesting about these three slides is like this in a sense is the sort of old version of creative strategy or whatever that I was talking about earlier, which is like you're actually briefing out very specific, not necessarily specific ads on the kind of, at the end note or whatever, but you are doing kind of creative strategy in sort of the sense that we've used to talk about it, right? And so talk, walk us through a little bit like how you developed these personas, because my reaction to this as not a first-time mama is this seems really spot on like you know what you're talking about. And I know you specifically do, but generally speaking, if you, let's say don't, how are you kind of sort of gathering this information and putting these personas together? - I use AI, we use AI. - Yeah, and if you're not, you're wasting your time. Like, honestly, like if I could put an hour of my time into developing these three personas and writing out their core pain points and writing out different headline options, and you know that might be an hour of my time to dedicate to a couple of in-depth personas or it's 10 minutes through our AI system, giving you a myriad of options. So what information, I guess, do you feed into the AI to get this thing back? - Yeah, so I feed it the product page. I feed it just a simple question that asks, hey, like against this product, develop five, or how many of our personas I'm looking for, five personas who are paid social ad concepts that include clear pain points, clear like desires, a life snapshot, and why this product matters in their life. Additionally, pair a bunch of headlines with this, that could be used across page social creative, and then you'll get plenty to work with. - Yeah, man, what a time to be alive. But I mean, I think that that's like such a good point that AI is capable of doing that sort of deep research very, very quickly, and you can crank things like these out, and even if it's off or whatever, you'll spend money against these personas and discover pretty quickly what's right and what's wrong, which allows you to move pretty fast. But, okay, I was just curious about your process there, but we can keep rolling here. - Cool, so we engage in a similar process from a UGC standpoint. So all of our UGC briefs have like personas that we ask creators to lean into deeply, rather than just speaking to the value prop. So the USPs of the product that aren't gonna necessarily land with the way that Metas algorithm has is it really thrives. And so what we're asking your creators for against that specific skew, when we send them the product, we're asking for one video and one still. And we take that one video and that one still, and we develop it into four ads, and every ad has a unique intro and unique headline, and really a specific hook that allows you to get volume out of UGC and like maximize that investment too. This asset type is generally more expensive than a branded static produced by a designer. And so you want more volume out of it. And so this is an example for a backpack brand that we kind of spoke through that approach, because we wanted this brand during the profit system, we really wanted them to understand how to level up their UGC. Like their UGC foundation is actually not poor, but there's just so many ways they could be maximizing it and leveraging it even more effectively. So we use this adjacent brand as an example in the profit system. Okay, so something to not sleep onto, obviously what's saddest and what the creative demand model are doing is it's making a recommendation for volume of ads needed against your meta spend targets. Okay, now you also, so many brands right now are prioritizing channel expansion, whether it's app loving, Snapchat, TikTok shops, Pinterest, TikTok, whatever channel they have in mind, right? What you need to be understanding is that when you're investing in a consistent pipeline of creative on a monthly basis, you're building an arsenal of units for a channel expansion. And if you're not cross utilizing creative across channels to explore channel expansion paired with incrementality, you're not getting the most out of those assets. So most of our clients that work with CTCUGC have a backlog of hundreds of UGC ads and now as they're testing the waters with channels like app loving, they're able to use every single one of those videos because the way we source UGC is that when we deliver the ads and the raw content to our brands, they have no usage limitations or restrictions or maximum runtime. So it allows you to take that UGC asset and cross utilize it when you're expanding onto other channels so that your pipeline of creative isn't just serving meta. So ensuring that when you're asking creators for UGC, you're getting unlimited runtimes whenever possible is critical because so many of the brands we work with, the way they're going to unblock growth this year is actually through channel expansion efforts. - So one thing I think like, well a couple of things that I think worth calling out here is if you go back one slide, this is something that we did a workshop on together last year, which is the product brief. So this is also something that's AI generated but has a very specific template that you use. And what that does is it solicits the exact thing that you want out of the UGC creator. So there's no, where all the clarity is, so they're given, let's say creative, some creative license to speak to the products in the way that is sort of native to them. But what you're also giving them is some pretty strict guidelines about what to produce so that you have a clear understanding of what's going to come out of it. So obviously the stipulation that it be, you can use it whenever and wherever is like sort of part of that. But are there any other like specific boundaries that you set with UGC creators? - It depends on the brand. - No. - The boundaries, like, yeah, the boundaries come down to how we want them to speak about the products in very like persona specific ways. - Yeah. - That's our boundaries. And then any other boundaries that get introduced into the brief are usually because of brand preference, you know, like internally like clients. So. - And then the other question that everybody always asks and that I know I've asked you before, but I will have to ask again, which is like, how do you find all these people? - Yeah, so we've built over the last couple of years, like an entirely from scratch network. And that's really how this program got started. And we also partner with platforms who can help expand our reach, especially like internationally. So, yeah, it's a mix of both. - Okay. Well, that's another way of saying, sign up for this with us and then we'll find it. (laughing) - Well, yeah, we'll always find it for you. However, we do work with brands who already have a strong, you know, internal lists of ambassadors or creators that they wanna keep using, but they're not leveraging them well in us. And so, they actually just hand that list over to us and we brief them and we manage the comms and we manage the payments and everything. So, you can do both ways sourcing that new or utilize your existing brand affiliates. - Cool. All right, let's still keep rolling on talking about asset and material. - So, we talked about 50 ads needed across the products for this brand to hit their 2026 spend plan, right? And then this little family tree breaks it down into the product selection and the amount of specific ads per asset type. So, like 18 UGC videos for wraps and three UGC stills for wraps and six branded stills for wraps and three branded motion videos for wraps. And if you're checking those boxes and you're operationalizing this plan across your internal design team, your CTC creative team and your other vendor or vendors that you work with, that's the best way to ensure, like I said, you're getting a consistent pipeline of ads that are diverse in their approach and their messaging because I promise you, the same designer making these 50 ads every month, you're gonna hit walls. So, you're gonna hit like entity ID walls, you're gonna hit diversity walls. Like you're just, it just, there's limitations, right? So, the amount of unique ideas that people can individually come up with so that that kind of cross vendor approaches one of our favorites. - So, how many individual creators or vendors are producing these 50 ads that we're looking at here? - Right, now there's two for this brand. - Oh, okay. - Yeah, yeah. - So, that's two, so there's only two UGC creators? - No, sorry, two. - One UGC creator and a-- - Two vendors, they have like an internal, yeah, they have like an internal design team and they have a UGC partner. - Okay, well then in terms of like creators total, like how many-- - Oh. - What does it do? - Oh, I don't know. Oh, this, this, four creators a month, you can get what you need. - Yeah. - No, I was just like curious about like the resource cost to, or like the resource allocation to producing something at volume like this. - Yeah, totally. If we, the way we resource that CTC, if we were to do all 50 of these ads for this brand, right? We would recommend they do four creators a month with CTC and then about 30 branded ads a month with CTC to get that 50. Once this is all made, what's the feedback loop into producing, like seeing performance in them and then re-evaluating the next month's plan? - Yeah, so, so, okay. So after the profit system is complete, right? It's all about, okay, what's next? And so usually our brands talk internally and they figure out which of our services they want to engage in. Is it just the profit engineer? Is the profit engineer plus Google? Is it the profit engineer plus Google plus creative? If it's creative, how many ads is CTC making, right? But on a monthly basis, their profit engineer walks through this process with them. They created a demand plan in stateless. How many ads do you need? Evergreen versus moment of those ads, how many are for evergreen excuse versus your marketing calendar moments? The asset type breakdown. So still versus images versus UDCs. Operationalizing those across your vendors. Who makes them? Who's making what? Let's make sure it, let's get after it. And then executing and delivering, launching them in the ad account, getting learnings, and rinsing and repeat that full cycle. And that's what, obviously, building the creative demand model into stateless has enabled all of our profit engineers to do without the help of a creative strategist. - Yeah. All right, well, I mean, I think that's like, yeah, we can end it there. I think it's like a pretty clear that in summary, there's like a couple of things going on. One is like the connection of the creative workflow to a very specific forecast and a very specific, well, actually, sorry, one thing that I should mention here, just to clarify for everybody listening is, this is everything that we're talking about here is evergreen, yeah? So do we not, we don't touch marketing calendar moments? - No, we do. We'll design for your marketing calendar moments. Those really, typically should be incremental on top of your evergreen production pipeline. It should never take away from your core revenue drivers. Yeah. So what's like a healthy percentage of evergreen too, of evergreen as a percentage of the total account? - That's different for every brand. - Yeah. - Yeah. - So it was no benchmark. - What would be healthy for this brand? 'Cause they're 4.6, they need to be higher. - Yeah, I would say for this brand, they've leaned so offer focused historically on their ad creative that like 90% evergreen and 10% marketing calendar is what they should be aiming for. They don't, they just don't need, they just don't need marketing calendar or offer based statics. They need to find ways to unlock revenue on a more consistent basis. - Yeah, all right. So well, I mean, to then to go back to what I was saying, then like the two elements here are connecting the creative strategy and the volume production expectation to these very specific objective truths is one part of the puzzle. So like everybody understands what's expected. And then the other piece of it seems to kind of be like, basically use AI to do your creative research at the very least and give you a sense of like what the personas that you need to target are. And then I think that's also like an important thing to call out. Last time we talked on the podcast, I think. You mentioned something that really struck me, which is that a lot of the times when you are, when you're split testing hooks, a lot of the times the hooks are actually calling out a persona explicitly. And you can kind of see that in that one ad where it's his first time mamas in it. Obviously, that's not UGC, but it's a similar example. Where what you're saying is like the hook should be like, "Hey, are you this person?" And then the rest of the ad kind of flows off from there. Is that accurate or am I misremembering that? - No, yeah, it should serve as like the foundation, right? Like put your own brand context, product context, creative juices into it. Like use it as a foundation, you'll maximize your efforts. - Yeah, all right. So focusing on personas really be thoughtful about that and then letting AI do the work in terms of fleshing out what the creative kind of execution of that should be. So I think, and then obviously the third thing is if you want us to do this for you, you know where to find us, comathertco.com. Hit the hirest button, let us know that you want to work with us on a creative specifically. And we would love you to move forward with that. So thank you again for joining us, Adrian. I'm sure we're gonna have you on soon as this is something that's on everybody's minds right now. But until next time, everybody, thanks for listening. Take care, we'll see you next time. - Thanks all.