Can you talk us through the necessity of that, but also what is being planned there?

The whole Inner Harbor is 50 plus years old at this point, right? And so when you walk on the promenade, when I walk on the promenade, we've got this red brick, feels real solid, right? Like it's a good walkway on the water.

That is not built to the water and then stops.

The land is way back closer to Light Street or closer to Pratt Street.

So that whole promenade built on wood pilings, Right.

Like you would see you see them out there in a marina.

Right.

Yep.

From your point of view, is it simply a case that it's easier to use and administrate? Or is it a case that it opens up other opportunities? Or is it something else?

You know, yeah, it's interesting.

I mean, it's basically a religious war, Microsoft, Google.

I mean, I've been a member of some MSP forums and just posting Google question got me hate.

I mean, if you promote Google, some people see it kind of as an attack on their existence.

I just want to say I'm from the Microsoft world.

I was an MCSE.

So this is something that directly relates into Google Workspace, isn't it?

If you could maybe just a quick overview of your experience in the sector as a managed service provider, if you could just talk to us about what you've been doing and lead us into the conversation for today.

Yeah, definitely.

I mean, I've worked in IT my whole career, kind of split between enterprise and then the education sector.

I used to work for Deloitte.

I was an enterprise consultant.

I worked on a system called SAP, which you might know, a big enterprise system.

I was implementing SAP.

This is not a insignificant market opportunity, correct?

So if you're ready to stop managing chaos and start leading with purpose, head to limitlessleadership.co to book a complimentary discovery call today.

Yeah.

Well, I appreciate that.

Um, so everybody knows my name, Dan Taylor.

Uh, you know, I- kind of a interesting, uh, way of, of, of kinda how where I got to be where I am now, I, I was corporate 500 kinda guy and, uh, uh, was moving up the, the ladder at FedEx many, many moons ago and, uh, they had moved me like 11 times in 10 years and, uh, I went, "You know what? This is nuts." I was raising my little brother, uh, who after my mother passed away, and, uh, he'd already gone to like four schools in five years and I said, "You know what? We're, we're gonna get off this thing." Uh, and then kinda rotated through a couple other businesses, was actually with a couple other Fortune 500 companies, had a lot of success there.

And then I found myself, uh, uh, yeah, there were some tragic things that happened in my life and I ended up finding myself in a, just an awkward position.

So I, I started doing coaching and sales, uh, consultative sales approach, right? Uh, and, and most of my early days with background was, uh, B2B, uh, but I certainly have always appreciated and, and I think really great shops in our industry do a consultative sales approach where it's need-based, not trying to convince somebody to do something that they really didn't, but helping them through an education process and then obviously overcoming some rejections as things go along.

What does leadership mean to you? How would you answer that question?

And based on that, to identify opportunities, to identify gaps, because we shouldn't forget why this is important in the first place.

One of the things we're doing a lot of is just trying to, again, help clients better understand volume and quality and actually getting ROI.

Because again, I think for the last 10 or 15 years, we've trained everybody on more is better, more keywords, more traffic, more things.

But I mean, obviously, more traffic is better.

Doing things like downsampling and having evaluation data sets, we don't need to do 1,000 prompts or 1,000 variations to run test cases.

We can just do really optimized smoke tests, 20 to 30 prompts across libraries, daily iterations, and then use them to put together a kind of release candidate set of prompts we actually then do tracks across ICPs.

Even down to using smaller models, everyone A lot of companies I work with in the US are kind of drawn into always upgrading to the most expensive models for tracking.

To start wrapping up, I would love to hear your last tip, my last resource, a last action that you think we haven't yet covered and you would love to recommend the audience to use or to leverage or to think about when doing good PROM research or when establishing their representative PROM library.

And that is when you came, you were coming to replace Jimmy and Nate, which was Tasmania's showboys basically and the community that they built was absolutely incredible and the trust they built around the Tasmanian community was massive they were doing the jackjumpers they were doing I don't know how they were doing AFL they were doing absolutely everything they're all so young and at the time like they were growing up at the same time Tasmanians are super loyal in that way as well so once they cling on to someone they kind of cling on how was that for you coming into that and how did you build your community off that as well

See, that's a really hard thing in radio.

It always happens.

Like when you replace whoever it was.

So say for Chili FM, it was Tim and Josh.

And it's like, you'll never be Josh.

And I'm like, well, all right.

you

I mean, should an SEO operating in a rather, a fairly silo manner or, um, in a, in a digital marketing role by themselves be expected to, to do that by themselves?

So I've...

Many ca- I think this then comes down to expectation management with clients.

There's a lot of pre-built tutorials and pre-built reports out there which you can easily implement onto GA4 now.

And if you're working by yourself or you're working in silo, it's very much about picking your battles and choosing what's going for it.

If you want to try and scale the entire mountain of analytics and do all this on your own, even before, before the complexity of multi-modal, before the, the spaghetti got cooked, it would be very difficult from a time management perspective and actually doing everything else.

So I very much look at this and saying, "Right, how am I drive...

So what would be an example maybe of another marketing channel that SEO can amplify? And, um, how does an SEO go about, um, producing a report to demonstrate that that's what's happening to a stakeholder in a business?

Yeah.

And so that was a really big moment for us, and, you know, we talked about this.

Uh, we had a whole initiative called GoMo, right? And then there was, you know, FOMO for GoMo, and, uh, we talked about companies, when, when was their mobile moment, when, when more of their traffic was coming from mobile than not, and, uh, making sure that they had the right assets and the right marketing strategy for that.

That was a pretty big shift.

And certainly the, the programmatic landscape, uh, was another one where, you know, there was, uh, real-time bidding and people, you know, trying to apply data-driven decision-making, uh, to the practice, uh, uh, of, you know, websites and apps and, and reaching consumers at scale, uh, almost combined with, um, the difficulty of doing that across devices and with changing privacy standards and, and devices, um, and browsers changing cookie standards and all of that kind of happening at the same time, which gave rise to a lot of, you know, privacy-preserving technologies and, uh, the ability to model conversions and, and be able to model reach when you couldn't have all those things was another moment where it's like, okay, you know, precision is good, but prediction is important as well.

And so I think that laid the ground really well for a lot of the, um, analytical and predictive technologies that AI had been building, what I would say quietly in the background before, you know, generative AI kind of became the, the, the foreground.

Uh, and of course, the moment we're in now actually feels a lot like what I would say that, that mobile transition, except that, number one, it's happening much faster.

How do you ensure that the customers' needs are always at the heart of product development?

Um, in terms of the things we've just been discussing, do you expect any changes to come out of the party congress that will influence the direction of the things we've been discussing?

No, I don't, I don't anticipate any radical change, uh, in their approach.

I think, you know, going back to the, the discussion we've just been having now, I think that, uh, China is working through what it means to be a great power in this evolving international system.

I think sometimes things slip out.

I was remembering this morning the fairly infamous Yang Jiechi statement in 2010, that there are big countries and there are small countries, and that's just a fact.

And that's, that is a reality for a, an increasingly influential and, and powerful and developed China and how they, how they interact with other countries.

And I think that, uh...

But why couldn't they?