The Art of Presenting in a Rather Noisy World
with Matt Krause and Alper Rozanes
EP51: Presentations In The CPG World
Tom Tran, an associate brand manager in the CPG business, comes on the podcast to describe how presentations are prepared in his world. Matt, Alper, and Tom suspect that maybe, just maybe, a future episode will need to deal with documents that go out before the meeting.
Tom is a marketing manager, business presentation designer, and goldendoodle dad. He has an MBA with an emphasis in Marketing from the Ross School of Business at the University of Michigan and a BA in Political Economy from UC Berkeley. He writes about business presentation design on his personal blog.
Episode Summary
In Episode 51 of the podcast, “Presentations In The CPG World,” our guest Tom Tran, an associate brand manager at a pharmaceutical company and presentation expert, discusses how to deliver a compelling business story in presentations.
Tom stresses the importance of identifying the main message and structuring the presentation around a story with a beginning, middle, and end. He also shares tips for creating engaging PowerPoint presentations, including using visuals, storytelling techniques, and limiting the use of bullet points.
We also discuss the challenges of putting together a 20-50 page deck for presentations in the consumer packaged goods industry, and the importance of learning about the metrics involved in running a CPG business.
What is the key message that needs to be conveyed in these presentations? Tom Tran, an associate brand manager at a pharmaceutical company and a presentation expert, joins our podcast to discuss how to tell a compelling business story in presentations. Tom emphasizes the importance of identifying the main message and structuring the presentation around a story with a beginning, middle, and end. He shares advice for creating engaging PowerPoint presentations, such as using visuals, storytelling techniques, and limiting the use of bullet points.
Next, he advises new employees to avoid just presenting numbers without context in meetings with VPs. Instead, they should aim to tell a story by analyzing data and identifying problems and solutions, which results in a positive outcome for the business. However, he acknowledges that it takes time to learn the business and its data. We also talk about how these weekly meetings usually involve a slide deck, which serves both as a business document and a presentation, and it’s distributed across the organization.
Finally, we discuss the challenges of putting together a 20-50 page deck for presentations in the consumer packaged goods (CPG) industry, which can require a lot of heavy lifting on the analytics side. We also mention the importance of learning about the metrics involved in running a CPG business, and how it can take time to understand all the facts available to diagnose potential issues or opportunities to grow the business. The concept of send aheads is briefly mentioned as a potential solution to some of these challenges.
Episode Transcript
Matt Krause
Alper we’ve done 50 of these podcasts, so that must make today’s episode episode number 51. Is that correct?
Alper Rozanes
Yeah, yeah, one year in the making.
Matt Krause
Yeah, when you’re in the making. And so we decided for episode 51. So we would do something a little bit different. And so we brought on a guest. And there are two things that I wanted… We’ll bring the guest on in in a moment. But I there are two things that I wanted to mention about having a guest today. One is that it won’t be every episode. So we’ll be having, we’ll still be doing the podcast once a week. And we’ll have a guest about once every month. That’s one thing.
Matt Krause
And then the second thing that I wanted to mention was that the format will still be the same. So it’ll still be a short podcast about 12 to 15 minutes, even on the days when we bring guest on. Because you know, we don’t want to take up a lot of the listeners time. So those are the two things I wanted to mention. Is that about covered Alper.
Alper Rozanes
Yeah, that sounds good.
Matt Krause
Okay, so today’s guest is named Tom Tran. Welcome to the podcast. Tom.
Alper Rozanes
Welcome.
Tom Tran
Thank you excited to be here. Excited to be one of your first guests on the podcast.
Matt Krause
And Tom is an associate brand manager at a pharmaceuticals company in the US. And for his job. He produces a lot of presentations for himself and for others.
Matt Krause
And in fact, presentation work is so much a passion of his that he joined the presentation guild, which is how I know him. And he runs a website, Tom ky tran.com.
Matt Krause
And Tom, by the way, the K y in Tom K y Tran, what does that stand for?
Tom Tran
Yeah, so that was the name my parents gave me when I was born. So just a little fun story. Before I was born, I actually had two brothers who both died. So my parents when they gave birth to me, their family in the countryside was like, Okay, you have to give your son a bad name. So that he survives, so that the spirits alone.
Tom Tran
And so they originally named me Ky which means special.
Tom Tran
But they changed my name to be Tom, which means shrimp. And so that’s kind of where the Tom Ky Tran comes from.
Matt Krause
I know that I’m laughing. That was kind of a sad story. But I’m laughing. Because because of I think that’s kind of funny.
Matt Krause
Like I said, Tom runs a website, Tom Ky Tran, TomKyTran.com. And it’s mostly about presentations, particularly about how to use PowerPoint to tell your story.
Matt Krause
And Tom also teaches university students about to enter the business world, how to design good business presentations.
Matt Krause
So Tom, before I get to the burning question that we have for you today, tell me about the intro. Is there anything that I left out or that you’d like to build on?
Tom Tran
No, you did great.
Matt Krause
All right. And one other thing before our question for you Tom, just so I don’t forget this later. Tell our listeners, if they want to get in touch with you. Where can they find you?
Tom Tran
You can just shoot me an email at tomkytran@gmail.com.
Matt Krause
Okay, so the burning question that we have for you today, Tom, is that you use a phrase on your website, compelling business story. So when I saw that, I wondered, What does Tom mean by that compelling business story?
Matt Krause
If I am, say, hypothetically, a supply chain manager, or finance manager, or say, an associate brand manager, and I come up to you and I say, Tom, I want to tell compelling business stories too, tell me how to do that. What advice do you have for me?
Tom Tran
Yeah, so I mean, I’ll speak to you as if you were an associate brand manager joining our team. So just a little bit more of a context, kind of what and how this role works is, you know, you’re most likely a recent MBA grad, and enroll at a big CPG type company on a big brand. And in this role, you have weekly meetings with the General Manager. Sometimes they’re every other week, and sometimes they’re weekly, and you have to produce a presentation or slide deck for each of these meetings.
Tom Tran
And the challenge always is, you know, what’s the story of what’s going on how’s the business doing.
Tom Tran
But what the trap is, if you’re a kind of a, someone new into the role, it’s easy just to go to these meetings and say, okay, sales were up or down by this percent, you know this, that, that’s that, here’s our out of stock rate, here’s our service level, you can just go back to back with numbers.
Tom Tran
But that’s kind of what you do if you’re totally new. First time in this meeting.
Tom Tran
A better way to handle this type of meeting is to try to look at the data and try to pull the story together before you go into this meeting with the VPs.
Tom Tran
And so that’s kind of what I mean when I say, try to make it a story. And because these meetings are every week, you can’t have a new novel story every single week, there’s not a new campaign that launches, there’s not a new product that launches, those would all be a great foundation for a story.
Tom Tran
But even though you can’t come with a full story every single week, that’s always the Northstar.
Tom Tran
So for example, a few examples of like a good story in this type of context where you’re meeting with the GM would be that we saw that we were losing market share for the last few months. But we decided, because of that, we decided to launch a new form factor, we started working with a new creative agency. And we got, we were able to get our buyer to take our product and put it in a new aisle in store. And because of all that, we were able to win back 10 points of share, which is huge.
Tom Tran
So that’s kind of like a good type of story that you can bring to the meeting, that would get everyone really excited because there was a problem that was identified, there was a solution that everyone aligned on and we took action on. And then there’s like a nice outcome for the business.
Tom Tran
So that would be my advice. If you want to tell a good story, try to frame it up and see what the opportunity or challenge was, what you were able to do or get the team to do together by pulling together your cross functional partners, looking at all the data, putting a plan together, and then acting on that plan, and then being able to share what the ultimate outcome was.
Matt Krause
So I’ve got a, I’ve got a question about this. And so it seems like you’d have to have a fair amount of context, in order to to know what kind of story to construct. So in your experience, can like a new employee who, you know, has just started at the company? Do they have enough context to make a story?
Tom Tran
No, I think it takes time, it takes time to learn the business. It’s, you know, the business that I’m on the brand that I’m with, it’s about $500 million a year in top line revenue, or sales. And so yeah, it takes time to kind of really ramp up. And because we’re a big company, there’s so much data we work with, you know, market research agencies, we have our own internal in house market research market insights team, there’s Nielsen data, which is what every CPG brand that you go to the grocery store in the US, that’s kind of what they all use to record every transaction that scans at the register.
Tom Tran
So there’s a ton of data.
Tom Tran
And so the challenge in this role is being able to sift through all that and kind of pull together what’s really important, hey, we launched in this channel, we got distribution. Because of that, we were able to win share. And as we are increasing our distribution, our velocity continued to grow, which is like how fast we sell the product. And so we know that this is like a, it’s gonna be one of our key items in our new portfolio.
Tom Tran
You know, I think kind of pulling things together like that, and tying it all together and not getting too lost in the weeds. And the detail is really important for this.
Matt Krause
Okay, so I’ve got another question. But, Alper, before I hog, all the questions, do you have anything that at this point that you wanted to jump in with?
Alper Rozanes
I have a question on my mind, maybe it will be related to the one you have as well, but I’m not sure. Tom, you said these meetings are weekly, right? I mean, we’re still going from the hypothetical example. But it wouldn’t be the first time I hear about these weekly meetings. And, for example, in these meetings, does everybody take turns presenting something? Do they always use a slide deck? How do they go?
Tom Tran
Yeah, there’s always a slide deck. We love our PowerPoint.
Alper Rozanes
So it’s obligatory that you come with a slide deck, you can can you say, Hey, I took some notes, I’m going to share the current situation or some obstacles to tackle with you are you actually expected to reflect a slide on the wall or something?
Tom Tran
Yeah, there is always a slide deck. So the meetings with the general manager, in person are every other week, but I meet with my team and the director every week, and look at a version of it, and that we just email to the broader org. And that’s like the distribution method. That’s more like a document.
Tom Tran
I think we say presentation. And it’s kind of half business document and half presentation. It’s not the type of presentation where you’re onstage standing up.
Tom Tran
And you know, you’re in a conference room with 10 other people seated down looking at it, but it’s also on screen at the same time.
Tom Tran
So it’s kind of like, kind of has to be both a business document and the presentation kind of like it somewhere in the middle.
Alper Rozanes
Did you ever question whether it was Did you ever question their necessity? Like, did you ever question is there a more efficient way of doing this or a better way of doing this?
Tom Tran
I have. And, you know, it’s been done this way for so long. And it’s what the general manager expects and wants. And as people who are on his team, you kind of have to just go with the program.
Alper Rozanes
I understand I hear that probably more often than anything else that I hear in the in the corporate environment. And I’m almost fascinated by that.
Tom Tran
Yeah, cuz it’s quite a sprint to put together you know, 20 30, 40, sometimes 50 page deck. And some of the slides are kind of, you know, updating tables and charts. But I think the core 10 or 20 slides, you are trying to pull together a story and try to weave together all these facts and trying to explain what’s going on in the market. What are our competitors doing? What are we doing? And what does the next eight weeks, 12 weeks look like for the business? And it’s quite a heavy lift, to be frank.
Tom Tran
It’s a role that new MBAs have to go through in order to prove themselves. And once you have, then you get a nicer, I would say, less demanding in terms of like that, that weekly sprint?
Alper Rozanes
Well, Matt, this obligatory situation has triggered my grumpy gene. So I’m sure I’ll come back with a follow up question. But in the meantime, I leave it up, I’ll leave the floor to you.
Matt Krause
Yeah. So I’m just wondering, Tom, how long were you at this company before you felt like you understood the situation well enough to put together one of these decks?
Tom Tran
I would say, I feel like when you’re new in a role, you kind of are both kind of like, oh, I. So when I started the role, the person who was transitioning to me, she’s like, Tom, you got to learn how to do this, because I’m going on vacation next week.
Tom Tran
So I had one week to onboard. And so it was kind of a curse and a blessing. Because it was just so overwhelming. These huge decks are like, very, very detail oriented and require, like a lot of heavy lifting on the analytic side. But you’re, she’s gone, I had to do it, I had no option. Then I was like, Okay, I kind of got this now.
Tom Tran
But it takes time to really understand all the metrics that are involved with running a consumer packaged goods business.
Tom Tran
And you know, even people who have been there a long time aren’t super familiar with some of the kind of facts that are available to understand diagnose potential issues, or look for potential opportunities to grow the business.
Tom Tran
So I mean, I feel like, I feel like, as I’ve been in the role for a year and a half, I still feel like I’m learning more and more. And so I think that’s just a part of, you know, as you learn more, you realize how little you knew back then.
Matt Krause
Yeah, I’ll bet. So we’re about running out of time for today. But one thing that came up during the conversation with Tom, and we won’t have time to address it today. But one thing that I found very interesting was that in the conversation, Tom mentioned something about something that, what did you call them? Tom send-aheads, I think you call them, documents that you send ahead of the presentation or documents that you would like to send ahead of the presentation.
Matt Krause
And our very first episode, Alper, I think was we did an episode, our very first episode was on leave behinds.
Matt Krause
So the kind of the opposite. And so I would, I would love to and we won’t have time for today, but maybe on on some, some time some episode in the future. I would love to hear more about the opportunity for a send ahead.
Matt Krause
Because it sounds like sounds like a send ahead would be a great way to to deal with this these challenges that you’re having.
Alper Rozanes
I think so. It sounds I mean, technically, it sounds like quite the opposite, like send ahead versus leave behind. But I have the feeling that they would serve the same purpose of prepping the audience, or I think the main purpose would be separating between what you tell me personally in front of me, and what you want me to inspect on my own time without you in the room, maybe pay more specific attention to and I believe they should be different.
Alper Rozanes
The thing that we talked about, we had talked about in that episode was the necessity to make them different files. I have the feeling that the same would apply for send-aheads as well.
Matt Krause
Yeah. So So let’s wrap it up here for now. Thank you very much for joining us on the podcast today, Tom. And we will see you again next week then.
Transcript:
Alper Rozanes
You’re listening to the White Rabbit conversations on the art of presenting in a rather noisy world. Your hosts are Matt Krause and Alper Rozanes. Matt helps leaders of international companies speak, write and present with confidence. Alper is a communications trainer and a startup investor with a diverse portfolio of companies in Barcelona. If you liked this podcast, please share it with friends and colleagues. Now on to Matt and Alper for today’s conversation.
Matt Krause
Alper we’ve done 50 of these podcasts, so that must make today’s episode episode number 51. Is that correct?
Alper Rozanes
Yeah, yeah, one year in the making.
Matt Krause
Yeah, when you’re in the making. And so we decided for episode 51. So we would do something a little bit different. And so we brought on a guest. And there are two things that I wanted… We’ll bring the guest on in in a moment. But I there are two things that I wanted to mention about having a guest today. One is that it won’t be every episode. So we’ll be having, we’ll still be doing the podcast once a week. And we’ll have a guest about once every month. That’s one thing.
Matt Krause
And then the second thing that I wanted to mention was that the format will still be the same. So it’ll still be a short podcast about 12 to 15 minutes, even on the days when we bring guest on. Because you know, we don’t want to take up a lot of the listeners time. So those are the two things I wanted to mention. Is that about covered Alper.
Alper Rozanes
Yeah, that sounds good.
Matt Krause
Okay, so today’s guest is named Tom Tran. Welcome to the podcast. Tom.
Alper Rozanes
Welcome.
Tom Tran
Thank you excited to be here. Excited to be one of your first guests on the podcast.
Matt Krause
And Tom is an associate brand manager at a pharmaceuticals company in the US. And for his job. He produces a lot of presentations for himself and for others.
Matt Krause
And in fact, presentation work is so much a passion of his that he joined the presentation guild, which is how I know him. And he runs a website, Tom ky tran.com.
Matt Krause
And Tom, by the way, the K y in Tom K y Tran, what does that stand for?
Tom Tran
Yeah, so that was the name my parents gave me when I was born. So just a little fun story. Before I was born, I actually had two brothers who both died. So my parents when they gave birth to me, their family in the countryside was like, Okay, you have to give your son a bad name. So that he survives, so that the spirits alone.
Tom Tran
And so they originally named me Ky which means special.
Tom Tran
But they changed my name to be Tom, which means shrimp. And so that’s kind of where the Tom Ky Tran comes from.
Matt Krause
I know that I’m laughing. That was kind of a sad story. But I’m laughing. Because because of I think that’s kind of funny.
Matt Krause
Like I said, Tom runs a website, Tom Ky Tran, TomKyTran.com. And it’s mostly about presentations, particularly about how to use PowerPoint to tell your story.
Matt Krause
And Tom also teaches university students about to enter the business world, how to design good business presentations.
Matt Krause
So Tom, before I get to the burning question that we have for you today, tell me about the intro. Is there anything that I left out or that you’d like to build on?
Tom Tran
No, you did great.
Matt Krause
All right. And one other thing before our question for you Tom, just so I don’t forget this later. Tell our listeners, if they want to get in touch with you. Where can they find you?
Tom Tran
You can just shoot me an email at tomkytran@gmail.com.
Matt Krause
Okay, so the burning question that we have for you today, Tom, is that you use a phrase on your website, compelling business story. So when I saw that, I wondered, What does Tom mean by that compelling business story?
Matt Krause
If I am, say, hypothetically, a supply chain manager, or finance manager, or say, an associate brand manager, and I come up to you and I say, Tom, I want to tell compelling business stories too, tell me how to do that. What advice do you have for me?
Tom Tran
Yeah, so I mean, I’ll speak to you as if you were an associate brand manager joining our team. So just a little bit more of a context, kind of what and how this role works is, you know, you’re most likely a recent MBA grad, and enroll at a big CPG type company on a big brand. And in this role, you have weekly meetings with the General Manager. Sometimes they’re every other week, and sometimes they’re weekly, and you have to produce a presentation or slide deck for each of these meetings.
Tom Tran
And the challenge always is, you know, what’s the story of what’s going on how’s the business doing.
Tom Tran
But what the trap is, if you’re a kind of a, someone new into the role, it’s easy just to go to these meetings and say, okay, sales were up or down by this percent, you know this, that, that’s that, here’s our out of stock rate, here’s our service level, you can just go back to back with numbers.
Tom Tran
But that’s kind of what you do if you’re totally new. First time in this meeting.
Tom Tran
A better way to handle this type of meeting is to try to look at the data and try to pull the story together before you go into this meeting with the VPs.
Tom Tran
And so that’s kind of what I mean when I say, try to make it a story. And because these meetings are every week, you can’t have a new novel story every single week, there’s not a new campaign that launches, there’s not a new product that launches, those would all be a great foundation for a story.
Tom Tran
But even though you can’t come with a full story every single week, that’s always the Northstar.
Tom Tran
So for example, a few examples of like a good story in this type of context where you’re meeting with the GM would be that we saw that we were losing market share for the last few months. But we decided, because of that, we decided to launch a new form factor, we started working with a new creative agency. And we got, we were able to get our buyer to take our product and put it in a new aisle in store. And because of all that, we were able to win back 10 points of share, which is huge.
Tom Tran
So that’s kind of like a good type of story that you can bring to the meeting, that would get everyone really excited because there was a problem that was identified, there was a solution that everyone aligned on and we took action on. And then there’s like a nice outcome for the business.
Tom Tran
So that would be my advice. If you want to tell a good story, try to frame it up and see what the opportunity or challenge was, what you were able to do or get the team to do together by pulling together your cross functional partners, looking at all the data, putting a plan together, and then acting on that plan, and then being able to share what the ultimate outcome was.
Matt Krause
So I’ve got a, I’ve got a question about this. And so it seems like you’d have to have a fair amount of context, in order to to know what kind of story to construct. So in your experience, can like a new employee who, you know, has just started at the company? Do they have enough context to make a story?
Tom Tran
No, I think it takes time, it takes time to learn the business. It’s, you know, the business that I’m on the brand that I’m with, it’s about $500 million a year in top line revenue, or sales. And so yeah, it takes time to kind of really ramp up. And because we’re a big company, there’s so much data we work with, you know, market research agencies, we have our own internal in house market research market insights team, there’s Nielsen data, which is what every CPG brand that you go to the grocery store in the US, that’s kind of what they all use to record every transaction that scans at the register.
Tom Tran
So there’s a ton of data.
Tom Tran
And so the challenge in this role is being able to sift through all that and kind of pull together what’s really important, hey, we launched in this channel, we got distribution. Because of that, we were able to win share. And as we are increasing our distribution, our velocity continued to grow, which is like how fast we sell the product. And so we know that this is like a, it’s gonna be one of our key items in our new portfolio.
Tom Tran
You know, I think kind of pulling things together like that, and tying it all together and not getting too lost in the weeds. And the detail is really important for this.
Matt Krause
Okay, so I’ve got another question. But, Alper, before I hog, all the questions, do you have anything that at this point that you wanted to jump in with?
Alper Rozanes
I have a question on my mind, maybe it will be related to the one you have as well, but I’m not sure. Tom, you said these meetings are weekly, right? I mean, we’re still going from the hypothetical example. But it wouldn’t be the first time I hear about these weekly meetings. And, for example, in these meetings, does everybody take turns presenting something? Do they always use a slide deck? How do they go?
Tom Tran
Yeah, there’s always a slide deck. We love our PowerPoint.
Alper Rozanes
So it’s obligatory that you come with a slide deck, you can can you say, Hey, I took some notes, I’m going to share the current situation or some obstacles to tackle with you are you actually expected to reflect a slide on the wall or something?
Tom Tran
Yeah, there is always a slide deck. So the meetings with the general manager, in person are every other week, but I meet with my team and the director every week, and look at a version of it, and that we just email to the broader org. And that’s like the distribution method. That’s more like a document.
Tom Tran
I think we say presentation. And it’s kind of half business document and half presentation. It’s not the type of presentation where you’re onstage standing up.
Tom Tran
And you know, you’re in a conference room with 10 other people seated down looking at it, but it’s also on screen at the same time.
Tom Tran
So it’s kind of like, kind of has to be both a business document and the presentation kind of like it somewhere in the middle.
Alper Rozanes
Did you ever question whether it was Did you ever question their necessity? Like, did you ever question is there a more efficient way of doing this or a better way of doing this?
Tom Tran
I have. And, you know, it’s been done this way for so long. And it’s what the general manager expects and wants. And as people who are on his team, you kind of have to just go with the program.
Alper Rozanes
I understand I hear that probably more often than anything else that I hear in the in the corporate environment. And I’m almost fascinated by that.
Tom Tran
Yeah, cuz it’s quite a sprint to put together you know, 20 30, 40, sometimes 50 page deck. And some of the slides are kind of, you know, updating tables and charts. But I think the core 10 or 20 slides, you are trying to pull together a story and try to weave together all these facts and trying to explain what’s going on in the market. What are our competitors doing? What are we doing? And what does the next eight weeks, 12 weeks look like for the business? And it’s quite a heavy lift, to be frank.
Tom Tran
It’s a role that new MBAs have to go through in order to prove themselves. And once you have, then you get a nicer, I would say, less demanding in terms of like that, that weekly sprint?
Alper Rozanes
Well, Matt, this obligatory situation has triggered my grumpy gene. So I’m sure I’ll come back with a follow up question. But in the meantime, I leave it up, I’ll leave the floor to you.
Matt Krause
Yeah. So I’m just wondering, Tom, how long were you at this company before you felt like you understood the situation well enough to put together one of these decks?
Tom Tran
I would say, I feel like when you’re new in a role, you kind of are both kind of like, oh, I. So when I started the role, the person who was transitioning to me, she’s like, Tom, you got to learn how to do this, because I’m going on vacation next week.
Tom Tran
So I had one week to onboard. And so it was kind of a curse and a blessing. Because it was just so overwhelming. These huge decks are like, very, very detail oriented and require, like a lot of heavy lifting on the analytic side. But you’re, she’s gone, I had to do it, I had no option. Then I was like, Okay, I kind of got this now.
Tom Tran
But it takes time to really understand all the metrics that are involved with running a consumer packaged goods business.
Tom Tran
And you know, even people who have been there a long time aren’t super familiar with some of the kind of facts that are available to understand diagnose potential issues, or look for potential opportunities to grow the business.
Tom Tran
So I mean, I feel like, I feel like, as I’ve been in the role for a year and a half, I still feel like I’m learning more and more. And so I think that’s just a part of, you know, as you learn more, you realize how little you knew back then.
Matt Krause
Yeah, I’ll bet. So we’re about running out of time for today. But one thing that came up during the conversation with Tom, and we won’t have time to address it today. But one thing that I found very interesting was that in the conversation, Tom mentioned something about something that, what did you call them? Tom send-aheads, I think you call them, documents that you send ahead of the presentation or documents that you would like to send ahead of the presentation.
Matt Krause
And our very first episode, Alper, I think was we did an episode, our very first episode was on leave behinds.
Matt Krause
So the kind of the opposite. And so I would, I would love to and we won’t have time for today, but maybe on on some, some time some episode in the future. I would love to hear more about the opportunity for a send ahead.
Matt Krause
Because it sounds like sounds like a send ahead would be a great way to to deal with this these challenges that you’re having.
Alper Rozanes
I think so. It sounds I mean, technically, it sounds like quite the opposite, like send ahead versus leave behind. But I have the feeling that they would serve the same purpose of prepping the audience, or I think the main purpose would be separating between what you tell me personally in front of me, and what you want me to inspect on my own time without you in the room, maybe pay more specific attention to and I believe they should be different.
Alper Rozanes
The thing that we talked about, we had talked about in that episode was the necessity to make them different files. I have the feeling that the same would apply for send-aheads as well.
Matt Krause
Yeah. So So let’s wrap it up here for now. Thank you very much for joining us on the podcast today, Tom. And we will see you again next week then.
Alper Rozanes
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