CEO To Rainmaker
CEO To Rainmaker
Episode # 92 , Marketing Strategies That Really Work- What A Concept!!
Frustrated that marketing feels busy but sales still miss the mark? We sit down with Victoria Hajar—CEO of Ugly Ventures and host of The Scalable Marketing Machine—to draw a bright line between marketing and sales, then rebuild the bridge that makes both perform. Victoria shares how CEOs can move from scattered tactics to a system that creates demand, feeds closers, and proves ROI without guesswork.
We start by reframing marketing as opportunity creation and brand clarity, not a support arm for random requests. From there, Victoria introduces four core playbooks that turn chaos into a repeatable engine: a brand communication playbook that codifies positioning and voice, a marketing growth strategy that operates as a 24/7 flywheel, a team playbook that aligns roles and KPIs to pipeline stages, and a leadership playbook that sets the scorecard, cadence, and budget discipline. We also talk about cultural fluency—why language and local context make campaigns click when you’re expanding into new markets.
AI gets a candid assessment: powerful when grounded in strategy, risky when deployed without guardrails. Treat agents like hires. Onboard them with messaging, ICPs, and journey maps or they’ll scale confusion across departments. Victoria brings the framework to life with a case study of a commercial roofing company that shifted from event-driven bursts to a measurable pipeline generating several million in opportunities, tying marketing efforts directly to closed revenue within months.
If you lead a privately held company in the $5M–$50M range (or nearby), this conversation offers a clear path to escape shiny-object syndrome and build a marketing function that compounds. You’ll walk away with a checklist to diagnose funnel bottlenecks, align with sales, and upskill teams so the system keeps working long after the campaign du jour fades. Enjoy the conversation, share it with a fellow CEO, and if it helps, leave a quick review and hit follow so you don’t miss what’s next.
Good morning, Rainmakers. Gene Valdez here. I am back after some well-earned RR. I have produced a show this month that I think, in my opinion, is critical to your success. I'm entitling this show, Marketing Strategies That Really Create New Customers. What a concept, right? Let me dismiss a myth right now. Marketing and sales are not the same. If you have that idea in your brain, ditch it forever. While the two disciplines are complicated, let me summarize in plain language their difference. Marketing is supposed to create awareness and demand. Sales, on the other hand, is supposed to close the deal and generate incremental revenue. Right? So if you think it's anything different than that, change your thoughts. It's that simple. Now I have working knowledge of these two diffs, these two subjects, but I am not an expert like my guest, Victoria Hajar is. And I am so excited to have her as a guest. Victoria is the CEO of Ugly Ventures based out of Miami, Florida. And I hear that town really rocks. I'll have to ask her that. She provides a myriad of cutting-edge marketing and sales services. Before I bring out Victoria, I would like to share a brief bio. Victoria is also a podcast host. She produces her own show called The Scalable Marketing Machine. I love that name. She is a graduate of Fordham University and speaks three languages Spanish, Chinese, and English. I've been on this planet for many years. I have never met anyone who speaks those three languages. That just doesn't happen. Victoria works predominantly with CEOs of privately owned companies that are doing sales anywhere from five to fifty men. But if you're smaller than that and you're bigger than that, um and she likes you, she'll take you on. All right, let's cut to the chase. Here she is, Victoria Hajar. Thank you, Tori, for joining me. Thank you, CEO to Rainmaker.
SPEAKER_00:This is that's probably one of the best intros I've ever gotten. So thank you very much.
SPEAKER_02:I used to say that to all the podcast hosts. You're not gonna give any brownie points with me. Okay, Tori, I gotta answer this question. Ugly Ventures as a name of a company is interesting. I'm sure there is some reasoning for that. What is that?
SPEAKER_00:Yeah. Well, this name actually came out of my own frustration with sales and marketing. You know, I spent the first probably 10 years of my career inside different uh growing companies, working directly with founders and investors. And the piece of the business that always felt the most difficult to put those pieces together for was marketing and sales. And of course, if you don't have leads to sell to, your sales team is not busy, you're not generating revenue. And so I really believe that while sales and marketing can feel like the ugliest part of your business, if you have the right systems and strategies in place, it actually is the most beautiful part of your business. So uh with working with CEOs and founder-led companies is really transforming this painful and frustrating piece of the business, frustrating piece of the business into the most uh joyful and exciting piece of the business because ultimately, if we have a predictable pipeline, a lot of our problems get solved, right? And you know, and you did a great definition of marketing that at the top of the show. And I think that, you know, we have to understand that marketing is opportunity, and that is what we need in order to have a thriving business that has a predictable revenue system, and isn't that what we all want anyway?
SPEAKER_02:Okay, now I understand. So then maybe the contemporary CEO whose marketing department is not performing and it's kind of ugly, you're gonna make it beautiful with all of your expertise. Now it makes sense. So I'm a quick learner. Okay. I gotta ask you this question, too, Victoria. Does your language skills come in handy?
SPEAKER_00:I, you know, I gave this example in a workshop a couple weeks ago. Um, and the workshop was some of the top entrepreneurs from Costa Rica had come here to Miami. Um, there's an incubator. Um, Mana Tech is one of our bigger incubator programs programs here in the a workshop to them. And I use this example, well, it maybe language itself um hasn't been terribly impactful. What I've really gained and translated into marketing campaigns is really it's more about cultural context.
SPEAKER_02:Okay.
SPEAKER_00:So one game that I get to play with being able to speak these other languages, and mind you, I would say about 75% of my life is in Spanish, just because of living in Miami.
SPEAKER_02:Yeah.
SPEAKER_00:And what you do gain from understanding and speaking different languages is you get in on you get in on the job, in on the things that are important kind of happening within the community that maybe you wouldn't be privy to if you weren't reading those text messages or those articles. So you really get uh kind of an insider look. And if you're marketing and selling to uh, or you're let's say you're breaking into a new market or you're going into a new country, I think it's absolutely critical that you have your sales and marketing team that are native speakers because native speakers and you as a CEO understanding the language or having a right hand person that can help with translating not only the language of pieces, uh, it's going to make your campaigns really effective because our marketing and one huge part of that is our brand communication. And if you understand what is important in the context of that prospect's life in that moment, you're going to be able to hit on those messages that make sense. So I was using this example to this Costa Rican uh group, and the CEOs is really funny because they were saying, okay, well, we, you know, they were all in this cohort because they are move, they are breaking into the US. They're their US venture, they want to start marketing to the US. And, you know, all of them were saying companies, a lot of them, a lot of B2B, you know, manufacturing and professional services, things of this sort. And, you know, I had given this them this example, and they were saying, oh, well, Americans really love football, and this is football season, so let's make some campaigns about football. And the things that they were coming up with and things that they were saying to me felt really off.
SPEAKER_01:Okay.
SPEAKER_00:You know, why is because if you're kind of going into a different culture, into a different language, and you're not you don't have kind of deep knowledge of that, it feels maybe very disingenuous, or it just feels like you can't even describe it. It just doesn't feel right.
SPEAKER_02:And okay, I get it.
SPEAKER_00:I think that languages kind of get under the hood of of that cultural context.
SPEAKER_02:Oh, right. So so so it does it hit as it your your linguistic skills have helped you, you help your company as well as your clients.
SPEAKER_00:Absolutely. It gets to a different point of view.
SPEAKER_02:Okay, so I'm gonna start taking learning how to speak Chinese and brush up the Duolingo is great.
SPEAKER_01:Duolingo is great.
SPEAKER_02:Speak up on my Spanish. Okay, so Victoria, as a fractional chief marketing officer and a marketing department developer, what trends are you seeing out there as you attempt to assist your C CEO clients?
unknown:Yeah.
SPEAKER_00:Well, I don't think we can talk about trends without touching on AI.
SPEAKER_01:Okay.
SPEAKER_00:I think there is a lot of there's a lot of excitement, and I think that there's a trend among smart CEOs to want to start implementing AI agents and agentic AI into functions of their business.
SPEAKER_02:Okay, makes sense.
SPEAKER_00:You know, customer service and marketing tend to be the first areas where folks like to play with this because it's a somewhat of a closed container that you can do some great experimenting, like chatbots, for example, or you know, social media uh agents that can help with some of the content strategy. So when I'm working with CEOs to help formulate the strategies for bringing AI into their marketing department, the first thing that we do that is the critical step in all of this is making sure that we have a sound, strong foundation for the strategic piece of the marketing and the brand communication strategy. Because it's not um again, if you're going to be bringing on an AI agent, you have to think of onboarding them just like you would an employee. Okay, okay, they're going to need that context of your business and who you serve to be able to correctly. And in order to get to that step, you have to have that step before done. You have to have a current um strategy in place for those two pieces that are very important, the brand communication strategy. So, really, what are the values? What are the pillars of your brand? What is the profile of your ideal client? And then a sound strategy for your marketing growth um program, right? Or you can call it your client journey, but that agent needs to understand all of those pieces before being trained to do the core function that they that they are going to be trained to do.
SPEAKER_02:Okay. Okay. Well, so then would the if I ask you a question as a layman, um, so would the common mistakes that CEOs are making today with regards to marketing, is it just polar opposite of what you just said?
SPEAKER_00:Well, I think that there's there's a lot of different layers. I think, yes, AI we can use very effectively in sort of a chat GPT context right now. I think most of us are already doing it, right? In that context, there also needs to be those foundational pieces. And so what I would say to anyone who's looking to implement AI in any way in their business, I would say really take a look at documentation that you have for communicating these strategic pieces of your marketing department. Because if they're not up to date, I think a big mistake I see is a lot of these documents, maybe documentation doesn't exist or it's not up to date. And oftentimes we are onboarding folks, especially in companies that are B2B companies that haven't maybe traditionally paid a lot of attention to their marketing department. Oftentimes there is that lack of documentation when it comes to, you know, who, what's our key differentiators, you know, what is the profile of our ideal client. Because love to bring up to folks is that that often changes over time with economic and political changes around the world, you know, how who you're serving and how you speak to them exactly, it actually can change over the years. So you want to make sure that you have updated documentation or as I call them, you know, building out your playbooks for those critical pieces of your marketing.
SPEAKER_02:Okay. Okay.
SPEAKER_00:And that's gonna be your first step to be able to implement a chat, you know, chatting with AI to help you create content and things like that. But when it comes to AI agents, you know, and a roundtable discussion on my podcast about this topic to some very high-level consultants that have been implementing this with huge companies like Edelman, who've been, you know, really working to help big corporations get ready to implement and scale up using AI. And our pre-conversations before this roundtable is gonna air has been really that there are a lot of blind spots that we all are not even aware of the domino effect that implementing some of these AI agents are gonna make in our business.
SPEAKER_02:Okay. Okay.
SPEAKER_00:It will affect every as an example. One agent, many different functions, cross-departmental um effects can be kind of reverberated through implementing one AI agent. So I think that there has to be a little bit of caution before we go into just creating agents and thinking that that's going to solve all our problems.
SPEAKER_02:All right. So you you may have already touched upon this in your answers, but uh what are the salient points of the scalable marketing machine program that you have created?
SPEAKER_00:Yeah, so my career function of our business. We don't we we tend to sometimes dismiss marketing because maybe there's pieces of marketing that are less um that are less measurable or they don't have the proper systems in place to measure. Or maybe we look at marketing as just uh a department that serves other departments. Like we only are concerned with marketing as sales enablement, right? And marketing has a lot of different faces to it, right? Yes, it does. There's sales enablement, um, there's internal culture building, all of that stuff. So for me, over the years, and I've been doing this for about 10 years, I've really narrowed in on four key elements of a marketing department that are critical for building an infrastructure that is measurable, that is uh repeatable, that is able to be iterated and improved upon. Because ultimately, if we're not experimenting, if we're not testing, iterating, and improving our marketing, we're gonna have a hard time seeing growth in terms of ROI.
SPEAKER_02:What seems to be the most common frustration with people, CEOs? I hired this marketing guru, say we're gonna do all this stuff. All I'm spending money, I don't see any additional sales.
SPEAKER_00:So what gives at the end of the day, that's really what people are looking out for, right? ROI. So, what are the foundational pieces you need in order to build what I call a scalable marketing machine?
SPEAKER_02:So there's you're gonna give me the four, right?
SPEAKER_00:Yeah, so there's critical playbooks. Uh the first I the first two I've mentioned several times already. That's you know, the basis of your marketing and the basis of your business is really your brand, right? And your brand incorporates who you serve, who's your position, what's your positioning? What are your unique selling selling points? Choose you over another. And your brand really puts these pieces together. And so when I'm working with clients, what we do together is we build that brand communication strategy. We turn that into a playbook, one that is, again, able to train our team and to be again checked in upon periodically to make sure that we have an effective communication strategy that's really hitting on those pain points of our prospects in a way that's working for them today. Because again, all of us that in business know if it's an election year, if there's a you know, a major disaster in the market where your prospects are, that communication strategy could and should maybe change the headspace of our prospects. So, first is the brand communication strategy. The next is the marketing growth strategy. So, how do we build the client journey? And I call this our 24 by seven marketing flywheel. What are our six critical um actions that we need to do that bring those prospects from that awareness phase, first knowing about our business and what we do, all the way through to feeling like we are the right choice, making that choice to work with us, and through being happy customers and recommending us to others. So we want to design that.
SPEAKER_02:Can I summarize by saying just fill the pipeline?
SPEAKER_00:Exactly. So we've got our marketing growth strategy. Last two playbooks are just as critical, and one that folks don't often pay a lot of attention to. That is our team playbook. So based on this pipeline we want to build, based on this marketing growth strategy, do we understand what critical pieces of this pipeline, of this flywheel, as I call it, we need more or less production out of? Which pieces of it are more important than others? And do we have the right people on the bus in order to get the results that that are needed?
SPEAKER_02:But you're talking about all disciplines, um uh accounting, finance, human resources, operations.
SPEAKER_00:I'm speaking just on marketing. So this is a team playbook just for marketing because as from producing this podcast, we have a lot of different things that have to happen to get this into the world, right? So it's right. You have video editing, there's social media management, there's coordinating with the guests, there's all our business has all of these different pieces. We have our website, we have SEO, we have PR, we have social media, we have email marketing, right? Yeah, and when we consciously design the strategy that's going to be the effective strategy that helps us reach our business goals, because remember, our marketing strategy is a waterfall, it's downstream from what are the business objectives. We want to design the strategy that meets us, uh, meets those goals, is that we need to get clear on where the people we need, again, maybe we need to make some critical investments. Maybe there are pieces of it where we don't have the right person executing and they're not getting the results. So we want to evaluate the resources we have and make sure that we have the right team in place to execute on that strategy. And we want to develop KPIs for those critical pieces of that strategy to make sure that we have a process in place for continuously evaluating the performance of our team members and making sure that they are able to get the results that are needed. And this is a feedback loop that constantly needs to be churning in order to continue to get results and those ROI-driven results what we're ultimately aiming for. And then the last playbook is the marketing leadership playbook. And that means how, you know, how do we conceptualize our marketing scorecard? What are the most important metrics that we're looking at?
SPEAKER_02:Yeah.
SPEAKER_00:How are we leading the marketing? How are we communicating our business goals to the marketing team? How is the marketing team uh how are those projects being managed? How effective are we utilizing budgets? So these four playbooks is what I uh help CEOs create in order to build the foundation for that marketing department. Because once those things are built out, marketing becomes um, as I say, maybe it becomes a little more boring because adjust executing and then you're getting the data, interpreting the data and iterating and improving, because a lot of marketing is about consistency, right? It is about really honing in and nailing that communication, really, really refining and refining and refining. So we're improving, improving a performance. And a lot of folks think of marketing as just, you know, maybe a little bit superficial, like let's run campaigns, let's have this idea, let's run these events. And oftentimes we find a lot of teams getting pulled in a lot of different directions, chasing shiny objects, as they say. Instead of chasing the next thing.
SPEAKER_02:Yeah, well, that's kind of a segue into my next question, Victoria. So um if you do a mind, if you could kind of share a client success story, maybe and maybe into three parts. Uh what their challenges were before you arrived, what changes you recommended, what strategic changes you recommended uh after you were hired, and what were the results?
SPEAKER_00:So I think one of the favorite one. Um yeah, one of my favorite cases. So so in with Ugly Ventures, we have service clients. First is by um actually implementing uh a marketing leader into the business. So this would be the fractional chief marketing officer that we place into the business, and that person becomes the lead the head of the leadership team. You know, they they work on a fractional basis, but to the CEO, they're they will feel kind of like a permanent part of the team. They're the one responsible for um managing the team for the results. Now, many businesses, um, in my experience in the B2B space, have really great marketers that have been in the business for a while. And they, because these are smaller businesses, have not been really given the tools or the education to really understand how to build this critical infrastructure. And so with these types of clients, the CEO will hire us and the per they will put that marketer who's often maybe a marketing director level, but their skill set haven't really reached that marketing director level or that that VP of marketing level. Um, so we created an accelerator program that is designed to uplevel that individual. So that person has a uh a development where not only are they getting their titles increased, but they're actually up-leveling their skills because this person oftentimes directly reports to the CEO and the CEOs or the founder, founder led CEOs, they often know about sales and marketing, but they don't have the time or or maybe even the knowledge to get the company to the next level.
SPEAKER_02:So in you're teaching and training them to be better.
SPEAKER_00:Exactly. Okay, exactly. So this is a very rewarding uh program. It's one that's really near to my heart. So I work directly with these individuals. They go through, you know, a whole year we work together, and many of them stay on beyond the year to really learn how to build these for how to um interpret data, how to make data-driven decisions, how to get to the next level with as a leader. And one of my favorite use cases here was was from uh a commercial roofing company where they the CEO had hired us to up-level their CEO who was uh sorry, up-level their marketing leader. Um, and they had just gone through an acquisition. So this leader was uh going to be expected to become a regional marketing leader.
SPEAKER_02:Gotcha, gotcha.
SPEAKER_00:And they needed to be up-leveled. And so at this time where we were brought in, there was again nothing when it came to the marketing department. The marketing department had been solely um just really running conferences and really as a sales enablement, a sales enablement function. Um, but when we brought uh the marketing leader into the program, her main objective was how are we going to systemize and operationalize all of the strategies that we want to execute and really showcase ROI in the marketing department? They had a um they had a goal, like a monetary goal of the revenue that is generated by the marketing department. And before coming to work with us, they couldn't even measure it.
SPEAKER_02:So after a couple of measure it, how do you manage it, right?
SPEAKER_00:Right. Together, you know, we were able to put not only the marketing strategy in place that was going to give that repeatable pipeline, which is what was the missing infrastructure, because beforehand, things were very um, things would only happen if they were at a conference, right? But we implemented again different strategies that were bringing in continual leads. We were able to measure those leads and we were able to tie that back to revenue. Where after about six to eight months of implementing this program, they had, you know, more than 50% reached their revenue goal that was directly tied back to the marketing program that we implemented implemented. Several million dollars worth of opportunities in the pipeline for the sales team, again, directly tied back to the marketing. So at the end of the day, they were able, the CEO was able to understand what the value the marketing department was was bringing. And even furthermore, because of the acquisition, the the the core department that I was working with, we were able to build these repeatable systems that again could be spread through the other, um the other uh, you know, as part of the merger, they were able to implement this into other in other regions. So we gave them so so much.
SPEAKER_02:That's awesome. So let me ask you a off the street question. If we have the most cutting-edge, brilliant marketing strategy, all of the facets that you just described, and the pipeline is full. If the salespeople are not closers, what happens? Do you teach the salespeople how to close the deal, or is that another area?
SPEAKER_00:Well, what is really so great about having a systemized process is you're able to understand very clearly where is the breakdown.
SPEAKER_01:Okay.
SPEAKER_00:So while I'm not a sales, I am not a sales coach. What we do when we're measuring uh things like lead to book call, we look at show rates, we look at show rates to close one or close loss, we're gonna be able to identify the breaking point. And oftentimes, this is one of those sales and marketing handover pieces. Because if we have a lot of interest, uh we are getting, let's say, marketing qualified leads, but they're not sales qualified leads. So not enough people are actually booking the call. We know what problem to solve. If people are booking the call on their no-shows, okay, we understand that that's the piece of the puzzle we need to fix, right? If they're getting on the phone and the team is not closing, then we know, okay, maybe it's going to be worthwhile to invest in a coach, for example, that's specifically designed to solve those sales calls.
SPEAKER_02:Maybe it's you communicate that, Victoria, to the CEO or to the marketing director or to both.
SPEAKER_00:Oh, oftentimes, I mean, most of the time, I am working hand in hand with the sales director.
SPEAKER_02:Because I have a company right now that fills the pipeline, but their sales teams are. Not closers. They don't know how to sell. And the company has a beautiful product, a beautiful story. So I just wanted to ask you that question.
SPEAKER_00:Then well, as a sidebar, and we can talk about this offline. I have a few very, very talented that I've brought and worked on with projects that are specifically brought in to fix that one problem. Because oftentimes that is it, right? It's that if you do not have a sales direct, and again, I think it also goes back to, and you probably see this in the financial side, it goes back to these companies that are between this five and 40 million in revenue. Listen, we're not working with Coca-Cola, it's not corporate here. So a lot of times the team members, again, they're good, they're loyal, they're growth-minded. They they are um, and we want to give our good people opportunities to grow. But sometimes as businesses grow and get to the next level, we have to upskill the folks. So maybe someone finds themselves in a sales director position, but they don't not have the tools to be able to perhaps double down and really refine that sales call process.
SPEAKER_01:Right.
SPEAKER_00:You know, because how they were a salesperson themselves. It doesn't mean that they're going to be a good sales leader. Sales marketing. And I don't think it's whether I mean I don't believe that someone's either a natural-born leader or not. I think a lot of these skills are transferable and they're able to be taught.
SPEAKER_02:Yeah. Yeah, I get I get you. But I, you know, I've had so many clients say, you know, I love marketing, but I don't really like sales. And then I look at them and say, Why are you spending money on marketing if you're not going to get the extra sales? You knuckleheads.
SPEAKER_01:Yeah, exactly.
SPEAKER_02:All right, let me so let me ask this may be an unfair question to ask you, but can you give, I mean, our target markets are essentially the same. Can you give my viewers a general summary statement of our show today?
SPEAKER_00:I would say, you know, today, this show, or my my purpose with coming onto the show is really showcase to CEOs that we tend to feel like a lot of frustration around marketing. We may think that it's fun because there is some very fun elements of it. But if we're frustrated by the the fact that the leads and the revenue is not turning and the ROI is unpredictable, what I would love to communicate, or the most important piece here, is oftentimes it's not that your people aren't good enough, right? Okay, it's simply because you don't have the proper strategy and systems in place to be able to set your um your team up for success. And if we have a team that even if they've been with the company a long time, but their skill set is more junior than is needed, yes, needed. Action is find a way to get them up-leveled, either with working with someone like me or finding a course or a consultant to come in, because many really smart CEOs that I've worked with, this is a very common practice, but it's something that if you don't have a network or community of CEOs that you know that are doing this practice, sometimes it feels like we have to hold everything ourselves.
SPEAKER_02:I gotcha. I gotcha. Okay. So unfortunately, uh Victoria, we're running out of time. Um, but one of the most important things I wanted to ask you is I this is all fascinating to me. I mean, the marketing to me, business is marketing, but that's just me, even though I'm a finance guy. Um, what's the best way for a prospect to get a hold of you?
SPEAKER_00:So I love LinkedIn, that's where I spend most of my time. Okay. So please connect with me at Victoria Hajar uh on LinkedIn. I'm always sharing a lot of case studies and good ideas for how to organize, systemize, uh, strategize your marketing and build those uh scalable marketing machine for your business. So DM me if you have a question on any of these pieces. I would be happy to to chat with you about what you're facing. Um, because oftentimes some things fall unlock just with a simple DM conversation.
SPEAKER_02:And they don't have to be Chinese or Spanish.
SPEAKER_00:Nope, nope, any any language you prefer.
SPEAKER_02:You're an equal opportunity helper.
SPEAKER_01:Exactly. Absolutely, absolutely.
SPEAKER_02:Okay, so um anyway, Tori, I want to thank you for coming on. I mean, we could talk for hours, and I know we just just it's just the tip of the iceberg of your knowledge, and um but your message is so strong. But I want to thank you so much for coming on, and um you know maybe we can do it again. And if ever if I'm ever in Miami and uh you gotta come, I gotta rock and roll, I'll I'll look you up.
SPEAKER_00:Listen, it's very cold in Canada, you gotta get down here. There's a lot of Canadians and come December, January. You all get down here. Absolutely.
SPEAKER_02:Wow, okay. Well, anyway, so thank you very much, and um I will see you someday.
SPEAKER_00:Thank you so much for having me on. It was a pleasure.
SPEAKER_02:Okay, so Raymakers, that's a wrap. I'm working on a special show for December, which I think you will like a lot. I am going to interview Santa Claus, and I'm gonna ask him how he creates his logistic plan to serve all of the homes all over the world. I mean, I can't believe this guy does it. Um, so I'll see you next month. Bye now. Take it easy. This is me. I'm out. Oh, and check me out on YouTube.