Welcome to the Marketing AI SparkCast, where AI meets modern marketing. Hosted by Aby Varma, a global leader in marketing, AI, and innovation, each episode brings you real conversations with leaders putting AI to work in strategy and execution. This episode is brought to you by Spark Novus and the Marketing AI Pulse community. Here's your host, Aby Varma. Hello, and welcome to the Marketing AI SparkCast. In this podcast, we explore the intersection of AI and marketing to spark your curiosity and inspire you to put AI into practice. My name is Aby Varma. I am the founder and CEO of Spark Novus. We help marketing teams turn AI complexity into business impact through strategy, hands on execution, and team enablement. We have an amazing podcast for you today. But before we start, I wanted to inform you guys that we will be at MAICON. If you don't know, this is the Marketing AI Conference in Cleveland. It is October thirteenth through the fifteenth. This is where marketers and business leaders go to figure out how to put AI to work, and we will be recording live from the MAICON Podcast booth. If you wanna join us, you can register at MAICON at maicon.ai and use our code spark cast one fifty for a $150 off. Today, I am joined by Tamara Scott and Marc Fuson of... overQualified to explore the GEO paradox. What is that? It's how do you make your brand easy for AI to find yet distinctive enough for buyers to choose. overQualified is a pretty interesting company. When I was talking to them earlier, they defined and described overQualified as providing brand therapy and mentorship for marketing leaders. Super excited to welcome Tamara Scott, who is a cofounder and chief content officer, and Marc Fuson, the cofounder and chief creative officer of overQualified. Tamara and Marc, welcome to the show. Thanks, Aby. Yeah. Thanks for having us on. Yeah. Looking forward to a conversation. But before we dive in, love to know a little bit about your respective background. So, Tamara, take it away. Sure. I am a former high school English teacher turned writer and marketer and content strategist. My most recent corporate gig was as director of content for a little online website called TechRepublic. And since then, been writing and doing brand strategy. Thank you. Marc. So I'm a former illustrator and design studio owner. Did that for ten to twelve years or so and got back into the corporate world. At that point, ran agencies, marketing department, creative team, did small and large companies. And that's where I met Tamara, which was while we were working on TechRepublic and other websites, at the same time. Sounds like a very interesting background where your paths cross. So why overQualified, and what's the story behind it? Why do you guys get together and think that this was a great idea? I know marketing people need therapy and mentorship for sure. But outside of that, would love to understand a little bit about what motivated you guys to get together and get overQualified going. Yeah. So Tamara and I started working together on overQualified rather naturally. We're working as freelancers and contractors on a project together. We pulled each other in And it was more execution based site. So we were really digging into the wave and getting into all the details of restructuring, rebranding and the storytelling aspects. And what we really found out was we had a lot of the same questions around how the site got to where it was currently. And a lot of those questions we came to fairly naturally through the process of of digging through, interviewing subject matter experts, interviewing marketing teams, me trying to figure out competition analysis for the design and the structure. It just happened. It just was one of those things where we were speaking through it and talking to the process and decided, hey, this is a gap we don't just see here. It's a gap we see a lot of places. It's a gap that I'd recognized for almost twenty years. It's a gap that Tamara had recognized for fifteen years, whatever what she said. And we just decided it makes more sense to come together all the time than to try to piecemeal when we come together based on when contracts work. Yeah. I think that Marc is correct in that it was a gap that we continually see and that it's hard to see those decisions when you're in the day to day and so much easier for an outside perspective to come in and ask questions. Okay. Why are you doing that? Okay. Let's talk about the conversations that came before it. Let's dig a little bit deeper because marketing teams are working on execution, and they are trying to do the next great thing. And what Marc and I have really come to realize is that little pause where you ask what hasn't been working, and is there a deeper issue is really important. Yeah. At the heart of what you guys are saying, it seems like for most organizations, it's the company's core storyline and the brand story. And it's really hard for people when you're in it to really pause, zoom out, and really examine that. Right? And now I can see why you guys were talking about marketers and brands needing therapy in mentorship. How do you guys approach that? So a lot of times, companies are moving so quickly that they feel like their story is actually the elevator pitch or their tagline or the founder's story and really what the brand story is the foundational why for the company plus the audience plus the product. And so when you dig into why the company actually exists, not just what sounds good to a customer, but what the people actually live day to day, you get that tight brand story that speaks to the internal and the external audiences. And then you can use that as a decision making framework. And so what we do is through interviews and brand audits and workshops that work with their marketing materials, we help companies find that core story and then implement it across the company. That's super interesting for many reasons, but it is very relevant these days where there is so much AI happening. And with the use of AI, there is obviously the risk of sounding like everybody else. And with finding the why and finding your brain in company score story, there's an element of distinctiveness. So why does it matter in the age of AI for buyers to understand your brand story? When it comes down to the why detail, it's a huge difference of being found and being understood. I think when you look at how the engines and how the machines will find you, a lot of times you realize that what they're pulling isn't necessarily the the most core aspect of who you are as a company, as a brand, however you're putting yourself out there. What you're... What they're finding is what has been consistently said. And so I think a lot of brands do or have done what the sensible thing to do is when you're trying to optimize consistently and go back and research and find things. And run through everything is they've optimized for what the category says they need to be. We are this, we function this way, we do these things. But when you pull it back and when we start doing analysis, we start doing research, we see, yeah, there's a handful of competition sites out there that sound the exact same. We're very similar. It's not just structure. It's not the same templates. It's not the same layout. It's it's... If you remove the actual logo and some of the personal details, you'd realize all of these kind of found the same. And so when you can get to the point of being found, that's great. You have to be then understood so you can then be chosen. And that seems to be where the largest gap fits is you can... If you're found, great, but how you differentiate. K. Now you're understood by your buyers, by your clients, prospective client. How do they choose you? That's where that thread comes in. That's where you have that long detail where if you're staying what you believe and you're staying how you decide what you decide and how you do what you do and how you choose what you choose, that you're distinctive enough to be chosen. And you look at us as an example of we've been in the game for a long time. Right? And we could say we're a brand strategist. Well, turn to place that will say that. You can say we're brand strategist, a brand strategy studio that deals in these many different categories. We have a lot of those too. Right? But when we can pull out and say, hey. We've sat on both sides of this gap. We have owned and run the companies, and we have run the creative team that serve the companies. And then we've spent the last twenty plus, almost thirty years of our careers refining how to fill the gap for what got lost in translation between the two. And that put this unique with us, and we find that gap. If you can find that thread and build that conversation, then you find a way to close that gap and become not just findable, but understood and chosen. Yeah. That's amazing, but it's like threading a needle almost where you have to sound generic enough to be found, but distinctive enough to be chosen. Right? Like, that... In my head, it's like this impossible Venn diagram that you're trying to find that intersection of, and how do you help brands to tell their story in a clearer manner that is distinctive, but yet generic to be found? That seems like an impossible task. So maybe walk our listeners through your approach and how you help brands do that. Yeah. So clearer and more generic at the same time. You said, well, that's thread and needle. Right? That's not really sleek, small center point. And I think it's because both of those can feel like progress because they both remove whatever friction you're experiencing. Right? Generic is going to remove specifics and details that you're maybe not thinking are specific to you. They're just thinking, hey. This is just extra stuff that's going to clutter up the story we need to be found. There you go. You've now made your story too generic. You're not gonna stand out. You're just gonna come up in results. But how do you do the clear, which would make the confusion of what makes you unique to be chosen when looking at that whole findable, understood, and chosen, that three part segment there. And there's tests we can run and things we can do that's part of our audit. Again, it is finding that thread. So, Tamara, I'll let you walk through some of that. I think a a customer story might help in this. So we recently worked with a home organization company. Small business. They needed their website redone. Home organization, it... Like, there's all these franchises and businesses. You've probably heard about a lot of them. The customer that we were working with a unique background in training, in working with the elderly, in nursing, and those with chronic health conditions and health challenges. So through interviews with this customer and also the type of customer that she was trying to reach, we came up with compassionate organization for a cozy home. That line tells us her why. You know, she wants to be compassionate, and she wants to treat people like real humans, but also organize them so that they're comfortable in their own space. Without saying, we don't do predesigned systems, and we put you into a custom system and all those other generic terms, The compassionate organization for a cozy home actually speaks to a lot of her customers. We've seen a significant jump in leads, and people are actually referencing that company story, compassionate organization, as the reason that they are reaching out. And because they feel oh, this is a a tender place that they're coming from to ask for organization and to understand that somebody is not just going to... Okay. We're gonna put you in boxes and make labels, but also listen and understand. That really makes the difference. And it makes a difference in her discoverability as well. Do you feel brands struggle with that balance? So almost making sure that you're evolving your story and being current and relevant is such an important part of having a relevant brand story that is discoverable. How do you think of that? Yeah. So we believe that the entire company contributes to the brand story not only during the audit and discovery phase, but after we leave, really, that the whole company builds that stories through the behaviors and the decisions that they're making every day. So we call this serving the story, but it's really a matter of using the story to help define big and small decisions. For example, everyone thinks they should make AI part of their a a feature of their business. Right? But when you ask whether including it within your product serves the story, and the answer is like, not really, then you have to dig into potential consequences and the cost benefit analysis, or it's yes, but with these frameworks around it. You're at least gonna have a lot of follow-up questions. But aside from building the brand into your day to day decision making, I think there's a couple of ways that you can task employees to serve the story and keep the brand story consistent in their work as well. So, obviously, there's the initial training when you onboard the story to the entire audience, the entire company, and HR and individual departments when you are recruiting and hiring and onboarding. You want to say that message until you are sick of it, honestly, because it's new for new people. But, also, in the way that you present and represent the company to those potential customers and vendors. And I'm not just talking about, like, decks and formal sales tax... Tactics, but in how you actually treat them and how you speak with them and communicate with them. So if you're... If part of your brand story is transparency and you're hiding details from customers that would help them make a better decision, even if that decision is not you, maybe you should rethink having transparency as part of your brand story. And we think this is really important as well for getting found because if your brand is not actively in charge of writing its own story, the rest of the world will write it for you without your consent. I love that. I think in the early part of my career, I was in sales, and it used to be we would all roll our eyes every time a marketing or a comms department would tell us that, hey, new storyline, new pitch, tweak this. And it was... You had to memorize it. It became very apparent that when you make a sales pitch and someone's like, hey. Tell me about your company. And the first one second, choke because you don't remember the new grand storyline. You realize that it's really important for the whole organization to be on the same page. Yeah. And I think that is a a challenge that marketers have, but also brand strategists have, like, overcoming that. Why are we getting another story? And what makes our system a little bit different is that we're not trying to write another story. We're trying to uncover the story that your brand is already living. So deep interviews with not only the executive team and where they wanna see things going, but also individual contributors and customers, people on the ground who are living the company at the moment. That's a great comment because I... Sometimes I see marketing in comms always try to redefine and reposition the company based on the work that they're doing. And to me, that's not the right approach. Just because you've positioned the company a certain way won't make the company behave that way. Right? So you've gotta really find a way to uncover and articulate what the company is doing in a very clear manner. And it's a good segue, Marc, to what you were saying earlier about how do you make the brand story clearer without being generic. So I'm gonna ask you, how do you know that you're in a good place? Because I know I am guilty of that, but you can fine tune and polish and write and rewrite till kingdom come. And I've also seen it on the other gate where you have your your SEO and GEO people who will pull and tug to make it more generic. And so there's always this sort of push and pull, but how do you know you've arrived at that right balance? Or what are some things that you guys look for, advise your clients to have helped them achieve that balance? That's such a deep... It really does go back to your previous comment of that needle and how fine of a line that is. Just going back to what Tamara was saying, you've got this inherent rub of getting through to audiences and internal. And I'm going go back to another client we had recently. Was a good understanding of this broader conversation. Internally speaking, they were willing to say, we are just great at bailing people out of emergencies. That's just what we are. We're phenomenal at it. Wonderful. That's great. But it got to the point when we're interviewing other experts within the company and subject matter people. And so they were all repeating that same conversation, but that's really nothing to do with what the company actually did. What made that possible was they are a complete world class logistics. They're phenomenal with logistics. And if you think about what makes failing someone out of emergency possible, you have to have the supply chain, logistics, the understanding, the knowledge, and the network. Right? People weren't talking about that. It was just, man, we're really great at doing this. We move fast, and we can bail anybody out of a problem. That story somehow changed through onboarding, through whatever it was, the emergency part was the story thread, not the actual company function, what they did. And I think if you look at that deeper and then you want to say, okay, that's not going to work. That's not really what we do. How do we get back to that spot? And you wanna start talking about clarity versus the new generic category filler language. You look at that story and say, okay. Has this story gotten flattened in the translation between what makes a great sales pitch and what makes the company function and work? And if you can look at it and say, alright. I'm gonna put x y or z name or function in this place, and this thing is still going to work. It's generic. So if you get it to the point where you've sanded that generic story down so much, there's nothing of interest left. There's nothing to grip on. There's nothing to really define it. The clarity of it becomes where do you start seeing how you define what the company is going to say no or yes to when you start talking to them, especially in sales that you were talking about. Things are always changing within sales conversations and our marketing and comms want to come down and make a change. Alright. So this new thread that you're telling you, this new story, is that going to roll out certain customers, roll out certain clients? Is that gonna tell me, hey, we're gonna build this feature or not build this feature? Are we going to exclude x y or z thing? What do we stand for? If it sounds like something that helps you remove clutter of a space you're not going to walk into, awesome. You're starting to refine your thread. You're starting to to the point where that understanding can get can get loaded through the entire org. If it starts to sound like every other company you're talking to where you're looking at their sales section, looking at their competition, or if it sounds like a template or something that just kinda sounds... Nothing stands out. Nothing make me think that when I come into this building or to this remote space that I'm doing anything unique or different that my person five states away is also doing. Then I think you have identified as too generic. If it's a clear story you're looking at, it's easier to repeat but harder to confuse. Right? And if it's a generic story, it's easier to agree with, but it's super easy to forget. And the audit process we walk through walks through a lot of that and it's a lot of questions. It does require a lot of time to sit and go through it all. And there is some hand holding where we have to maybe work someone back off of the elevator pitch they're used to saying. Really get down to the nitty gritty of it. I think if you can't define the clear story versus generic story, yeah, you're really missing. You're giving it... You're giving the world at large the right to messenger. As a follow-up to that, you have to be distinctive relative to your competition. Right? There is that aspect as well. And, again, that's a living and breathing creature. How does that factor into this sort of storyline trapeze act that you guys help your clients with? I think it comes down to, first and foremost, you have to understand and name the challenge. Right? Are you being... Are you missing from the world as you're digging in, as people are digging in, or are you being misrepresented? And they're two very different things. And as you try to sort them, you can really it whittle us down to if you are missing, it's an execution issue. If you're misrepresented, it could be one of many things. You'll have to do a lot of legwork and homework and you're going to have to try to create some source material. You're going to have to try to figure out descriptions and abouts and details. Are they outdated? Are there sources that contradict each other? Right? Are you putting out papers and knowledge based pieces that are from six years ago, they're now contradictory because everything moves to a patch, have to go and refine. How are you going to handle that piece of information? Can't always just take it down. So how do you do it? The machines are going to summarize whatever you give them and whatever you create and they're going to categorize it as such. So I think before you can really nail it down, you have to be able to fix all the basic details. You've got to think who you are and mean it, say it consistently. You want to have it everywhere, not to the point of redundancy and boring on the same piece, but you want to have it consistent throughout. Same description, same understanding of what you do and how you do it. Answer all the buying questions, whatever your buyer questions are that you have worked out. Go through and answer all of those. And once you have the basics figured out, then you can ask the bigger details I think of, okay, we've done all of that. We've run the test. We've run everything back through the engines several times. Run it through once and run it through multiple times, please. Once you do that, then are we still missing? Then are we still misrepresented? If you're still missing, it's an execution issue. You have to go back and refine things. If you're still finding that you're misrepresented, then that becomes where we can come in or of any branding. There is a talk that can come in and they can come in and say, okay, this is a story issue. This is a threat issue that goes all the way back. And once we refine it, we'll go through the same test again. Again, it's not a quick fix. You're not going to get a here's a one through five step of how to solve the problem, but you're gonna get a longevity solution. A solution's gonna last you through your... Anytime a marketing manager leaves, the CMO leaves, anytime there's a restructure of the org Because if you can always test it back against the story and that thread, you'll find that once that one fine line is identified, it's a lot easier to hold to it. Yeah. Love love that. Tamara, you mentioned story consistency earlier. Right? And I'm wondering based on what Marc is saying, the bigger the organization, I often see less consistent story lines. And it's almost like the rings of a tree. The bigger the enterprise, the more rings I have noticed in their story line. It lacks consistency just because of the sheer volume of stuff that they would have to update. But to me, there is real value in organizations really doing it. Obviously, the storyline isn't something you're changing every every day. It could be once in five years, once in ten years. But, yeah, what's your take on how do teams across the enterprise help achieve that consistency with the brand or company story? The very first thing that I would do is run a brand audit to understand if you have a consistent story and then whether that story is consistent with what you want it to be. Because I think you're going to find for a lot of organizations that operations, product, sales, marketing, HR are all running separate stories or separate versions of the same story that are gonna contradict one another. We do offer brand audits, of course, and it always helps to have that outside perspective. But if that feels like too big of a step, go talk to one customer. Seek out that last disgruntled customer because they're gonna give you an unvarnished account of what your story is, and they're gonna give you where they had expected something but got something different. And that gap between the expectation and reality is really where the disappointment is, and you can start seeing, okay. Not that we're gonna fire that customer service rep because they were mean, but what is it that we are saying internally that made that customer service rep answer in the way that they did. And... Okay. If it really was the customer problem, great. There are problem customers. But taking a hard look at the company's behaviors and how the company is living out the story that they think they have or the story as it's been mistranslated, that deep look has to be done. Obviously, we're talking about making sure that brands are discovered in LLMs and AI, but there is a whole host of opportunities now with AI to even help do some of those audits and really look at large volumes of materials, which was a very manual process up until very recently. Is that a reliable and a dependable way for you guys to do the audits? And maybe both of you can chime in from each of your perspectives on... If that is something you guys encourage brands to do and... Or you guys help them, tools, process, technology. Would love for you guys to comment on that. Yeah. So from my perspective, you hear stories about Claude in particular, not to call them out, but they don't care. They're not listening to me. But in particular, going back to the agent's voice or the chatbot's voice rather than sticking with the internal voice that you're asking them to use. So this is, you know, in a content generation format. But if you're using AI to do your own brand audit, be very careful to have particular skills in place that are going to identify and back up those brand stories that you're looking for. But in terms of aggregating the information, yes. Absolutely. Use the tools, the AI tools to aggregate, but that final decision and actually finding the thread, you have to leave to humans. I don't know that an AI is going to give you something unique enough for you to be found outside of it, if that makes sense. Yeah. Yeah. And I think I would toss in from a design perspective and from a functions perspective, I'd look at it and say, yeah, AI is great for me going through these things as finding disagreements, finding contradictions, finding spaces where what's being said, one place isn't matching up with the other. So Tamara said aggregate's great. Actually specifically digging into, hey. Look at these two things. Are they... Remove all identifying features. Are these talking about the same organization, two organizations? Are these for the same client base? Yeah. Great. For all of that run through. But again, though, get... Echoing what Tamara said, I think there becomes that moment where humans need to be able to dig into the threat themselves because I really don't think we would come up with things like, going back to the organizing client, a cozy home and compassionate organizing based on the materials that were provided at the time, we would have never gotten there. That is a pure going through and really uncovering the guts of the company and what makes that group passionate about what they do. It's paid off phenomenally for them. But use it smart, use it wisely, have it aggregate, have it find those contradictions, phenomenal at that. Have to come up with something that's gonna pull out a thread that lets someone fit into really hidden. I still like humans for that. Yeah. And, Marc, in your world, when it comes to creative, that is way more difficult to employ AI for that. Are they tools and technologies that could minimize that pain? Is there? There very well could be. And there very... There will be soon, I am sure, without question. But as of right now, I still say where it works the best with things like that is in translation or in moments where copy needs to be changed consistently, RAG can be changed consistently, and those kinds of things for sizing and spec. Cool. But otherwise, again, getting all that information, putting it together is a lot of human effort, but then making sense of it, that is a great space where you can go through and say, okay. Here's where this late store... This late decision, this late execution decision, you made a child and they can go through and make sense of it and give possible ways to avoid it. But for me, it's still humans for that part of it. Yeah. Cool. So question for the both of you. You've come up with a storyline, and I would imagine there's some sort of a internal validation process through executives and sales and whatever depending on the size of the organization. And then there's some sort of an external validation process. You bring in some core customers and use them as a sounding board. Right? So the storyline is leading. You're doing it and testing it before it goes out. And then the brain discoverability is after it's been implemented and put out there. And then then you wanna see how the LMs are picking it up. So there's a gap. Like, you you come up with all this work, and you're like, okay. Oh my gosh. This is amazing work. And then you test it out in the market and see how LMs are reacting to that. And that cycle it's not as long as traditional SEO used to take. It's much faster these days with GEO. It could be in in weeks, not months, like back in the day. But that to me would pose a real challenge for marketing leaders on that timeline. Right? You come with a message, test it, and you're like, humans loved it, but LLMs didn't. Now you go back and you repeat the whole cycle. How do you guys think of that and triage that in your process? I would say that consistency is key, and I think that looking at third party places where you PR and communications and that sort of thing is going to reinforce the the message. And, like, I think that the LLMs don't like it is a matter of distribution rather than, like, who your company is. Yeah. I think it's actually a great question because anybody out there gonna ask the exact same thing. Right? And we acknowledge it. We acknowledge that the process is not going to be immediate satisfaction for everyone every time. As it comes through, you have to be found as someone. Then you can move on to understanding and then choosing. And so what we're trying to do is plug that. So yes, I'll be very frank. This process is about identifying that story. It's about finding the real need here and then moving forward to get to that place where we have the data and give clients a clear answer as to, here's what you can expect based on x y z factors. And then you have to go through trial runs and understand that the trial runs aren't going to change the story. They're not going to change the thread. This feedback we get is going to change the specific execution that we do. It's never going to change the work that was created. It just makes it that we have to refine how we push it out so the audience is a little different. But once that's discovered and we understand how you can have your unique conversation and still have it be in the optimal findable position, then we think a client's gonna be in a great spot. So, yeah, when you talk about the reality of having to be findable, that's the part of it that matters because you can't be chosen if you can't be found. And so we'll go through the same work process as we do, as we just described and talk about everything. But when you get into the details of that story and of the build out of the thread and start looking at how the broader pieces really affect the language you're using and the story that you're telling and the findability, it's not too dissimilar than from a normal process where you would be looking at iterations, you'd be looking at testing, you'd be looking at small scale, large scale, you'd be looking at long term and short term because we've gotten the process to a point where we know where to interject that part of the process. And for us, it's all part of a much bigger conversation. We want companies to be able to express who they are, how to be found, and really get to the point where we have a marketplace of unique conversations going on. And it's not quite somebody down. Embracing technology that we have currently with where things are at and move so fast, if you don't keep up with every bit of it, the story is gonna fall apart anyway. So everything works through in a manner that will give people the best opportunity to succeed at that... At being found while we're also explaining and sharing the most detailed story we can that makes them unique enough to be chosen. Yeah. It's not an easy workflow in order to maintain that balance between uniqueness and discoverability that we're we're talking about. And I think for the first time when you think about brand discoverability, marketers don't own the narrative before like they used to back in the traditional Google days. The goal was, hey, you show up in your your 10 links, and you... People click on those links. They land up on your website. And from that point, you control the narrative. Right? And then it was... It's really hard now because whatever AI serves up is combination of your website, what other people are talking about it, and customer feedback, and all those things. And the the whole sort of jumbilion of all of these different sources that get served up to people these marketers at best have influence and no direct control over that. Marc, in your words, what are practical steps that marketing leaders can now take for the brand to both be remembered and easy to understand? And then from a GEO standpoint, maybe your top three steps that podcast listeners can take. I think for the first three steps for me, if I break it out, I would look at... First things first, you have to find out where you stand. And that's where we talked about earlier with the audit and the run through and grab an AI tool, whichever you use, ask it the same thing countless times. Get the right answers. Find out where you stand. It's an afternoon, it's a day, it's not gonna cost anything else. Go ahead and grab it. Ask it to find the wording problems or something deeper. It's a consistency thing. It's gonna be that space where you're being confused or not. After that, it's gonna be all about getting clear and consistent. We talked about the generic issues and the clarity issues. You you don't wanna be easy to remember and easy to You want it to be nice and clear, so you can't get too clever with this level of it. You wanna just build out one nice consistent piece and then run it through and look for disagreements and consistencies. That's what the machines are gonna find. Right? They're gonna find things like you just said. It's not just your site anymore. It's your site and everything else speaks out about you. So run that through, look for the disagreements. At that point, it's not gonna be a new brand story thread. It's not gonna be piece a you can pull through, but you are gonna find something. You're gonna find the beginnings of that thread. You're gonna identify what you might think is looking maybe out of place. This is where you go to the internal people. You go to the executive, the marketing team leads, the HR guys, the the program or whoever. And you walk through it and see what they all have to say and see if it sounds the same. And is it sounding like what you're finding? If it's not, again, you're going back to a broader conversation or question. It's execution. The actual process itself? And at that point, once you figure that out, you can jump in to start repeating it and finding that information, placing it in properties... In appropriate spaces throughout the whole conversation that you're... All the marketing materials and all the sites and all the papers, and start seeing where it sticks and seeing where it works. Again, this is not... I have to say this because I'm a believer in it. The broader story and thread conversation is not a quick fix. But getting through the details to really see where the pain points are can be fairly efficient. And I think that is where the AI tools come in, where things can really become... Help you get to a point where you understand, is this a bigger story or problem? If so, you might need someone coming in from a third house outside your world that could be a therapist and help you out. If it's a process and production problem and execute, okay. You guys can probably nail that down yourself, and this is a good way to go through and figure that out before you engage. Amazing. And that is a wrap. Thank you very much, Tamara and Marc, for joining us. Oh, thank you so much. Thanks, Aby. Yeah. Really enjoyed the conversation. And to our listeners, thank you so much for listening to the Marketing AI SparkCast. If you have not had time to really think about your brand storyline or you already have one and it's been a while, you touched upon it, get some help, talk to Marc and Tamara, connect up with them on LinkedIn and hit them up, or learn more about their agency at overqualified.agency. Until next time, my name is Aby Varma. Thank you very much. Thanks for listening. Big thanks to Spark Novus and the Marketing AI Pulse community. You can join the community at marketingaipulse.com.
