In an era where personalized experiences are rapidly becoming the cornerstone of customer loyalty, Steven Galanis and the team at Cameo are creating new opportunities for fans to engage with their favorite talent. As CEO and co-founder, Galanis has spearheaded a unique business that blends entertainment, technology, and loyalty innovation.
"Cameo is a marketplace where you can book personalized video messages from tens of thousands of the most interesting people in pop culture," Galanis explains. "We started the business in 2017 with the idea that the selfie was the new autograph."
From that simple premise, Cameo has grown into a platform with a 4.9-star rating in the App Store, millions of videos sold, and a dedicated base of super fans. Yet, Galanis admits the opportunity is still much larger than the current footprint. "People ask, 'Did you ever think Cameo would be this big?' And the truth is, I look at it every day, and I can't believe we're this small," he says. "We believe there's about 50 million people in the world that could be professional creators on Cameo. Today, we have 60,000."
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Episode Transcript
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Speaker 1 (00:02):
Good afternoon and good morning everyone.
This is Ethan Perry fromLoyalty360 and welcome back to
Leaders in Customer LoyaltyBrand Stories.
In this series we talk to theleading minds working at some of
the biggest brands in thecountry to cultivate customer
loyalty and create amazingcustomer experiences.
It's great to have you with usevery Thursday.
For today's episode, we aretalking with Steve Galanis, CEO
(00:27):
of Cameo.
Welcome, Stephen.
Speaker 2 (00:30):
Thanks for having me.
Speaker 1 (00:32):
Yeah, thanks for taking the time.
We really appreciate it.
So, for those who may not befamiliar with Cameo or haven't
bought a short-form video fromyou guys, can you give us an
introduction to what you do andhow the company was started and
what's led you to the amazingsuccess you've had?
Speaker 2 (00:47):
sure.
Cameo is a marketplace whereyou can book personalized video
messages from tens of thousandsof the most interesting people
in pop culture.
We started the business in 2017with the idea that the selfie
was the new autograph.
My co-founder, martin, was an nagent and he showed me a video
that he'd gotten made of one ofhis players congratulating this
(01:10):
guy on becoming a dad for thefirst time, and I remember
watching this video and he wasjust showing it to me to say,
like look at the aura this guy'sgot.
He's a star.
Maybe he could be in movies.
But I remember just watchingthis and I was like Martin, we
should sell those.
And you know that was in 2017.
We're almost nine years intothis now.
We've sold millions of videos,have a 4.9 star app in the app
(01:35):
store and you know, among themillions of videos that we've
done, if you look at ourcustomer reviews, it's like
4.99999, with a lot of nines allthe time.
So we really live to createmagical moments for our fans and
the people that they love themost.
Speaker 1 (01:52):
That's amazing.
So can you tell us a little bitmore about your role and how
you got to where you are, kindof what positions led you to
become CEO at Cameo?
Speaker 2 (02:02):
Well, I started the company, so that helps a lot and
it is the only job I've had atCameo.
You know I've got two amazingco-founders and obviously we've
had so many incredible peoplethat have worked here to help.
You know, make sure that wehave the talent on.
That's going to surprise anddelight our fans.
And you know, from a marketingand tech side, just kind of a
(02:24):
dream team that we've had to putthis.
You know, from a marketing andtech side, just kind of a dream
team that we've had to put this.
You know, amazing productexperience together.
Speaker 1 (02:30):
That's awesome.
So, in your role, what keepsyou up at night?
What's the biggest challenge oropportunity that you're facing
these days?
Speaker 2 (02:38):
You know it's funny because a lot of times people
will be like did you ever thinkKami would be this big?
And the truth is like I look atit every day, I'm like I can't
believe we're this small.
This is such a globalopportunity.
We believe there's about 50million people in the world that
could be professional creatorson Cameo.
Today we have 60,000.
So we have a lot of work to do.
Ultimately, the grand vision ofCameo was to create the
(03:00):
marketplace for people's time.
For X amount of money you as afan should be able to pay to do
Y activity with Z person.
We've really just kind offocused in on the first Y
activity all these years.
The personalized video shoutout because it's a really easy
thing to do.
We're asking for kind of 30seconds to a minute of someone's
time.
It's asynchronous.
(03:21):
They don't have to be the sameway.
There's no safety issues.
So it really was like kind of agreat first product for us to
do.
And as the business hasexpanded into other experiences
like live calls, we own a merchcompany.
We also have a B2B businessthat's been growing pretty
rapidly called Cameo forBusiness, where brands could
(03:42):
come and find bespoke brandendorsements people to endorse
their product or service.
That's been a lot of fun.
We had a great customer eventlast night here for that, with a
bunch of talent.
Speaker 1 (03:53):
That's awesome.
So you kind of touched on a lotof the interesting things that
you guys do and Cameo reallysits at kind of a unique
intersection of entertainment,fan engagement and the creator
economy.
So how are you seeing thisspace evolve in response to
shifting consumer expectationsand different digital behaviors?
Speaker 2 (04:12):
Well, I think there's a couple things and, if you
want to take it from the creatoreconomy perspective, the whole
idea of the creator economy isthat there's more people than
ever that are looking to theinternet to kind of monetize
their creativity, and one of themain ways that they do that is
they accrue a following on anInstagram, a TikTok, a Snapchat,
et cetera, and then they findother things to sell, because
(04:36):
most people do not make anymoney from the ad share on the
large platforms.
Obviously, as we've moved fromkind of a following-based graph
on the social networks to analgorithmic-based graph, it's
getting harder and harder forcelebrities to actually reach
the people that they care themost about, which are their fans
(04:57):
that follow them, that haveexplicitly subscribed or said
they want to see them.
And how often are you onInstagram these days, where 30
minutes goes by, you're doomscrolling and next thing you
know you're like you see awedding of all these people you
didn't even know and you're likewait, was I supposed to be at
that wedding?
Because most of the contentthat's out there has nothing to
do with your following graph.
So a lot of what we're buildingon our longer term roadmap at
(05:21):
Cameo is almost creating like atalent-based loyalty program.
So think like fan clubs.
You look at some of the bestbands in the world someone like
Pearl Jam.
Or you look at the Great FieldDead Like.
Why have they been able to havethese like rabid fan bases?
It's because they have thecustomer data and they almost
(05:41):
are acting like a CRM, like abusiness would do, to let their
best fans know hey, here's mymerch shop, here's when we're
coming to your town, here's, youknow, here's an early access to
the tickets that are coming outand what we want to do at scale
.
I think bands have done fairlygood at that over the years, but
digital creators like don'thave that infrastructure and we
(06:02):
would like to be the front endof them to be able to like,
cultivate and reward their youknow, their biggest whale fans.
Speaker 1 (06:08):
That's awesome.
Well, as you know customerloyalty enthusiasts over here,
we were excited to see thatCameo recently launched Red
Carpet Rewards program.
Yeah, how does this newinitiative support, you know,
some of that long-term visionfor fan engagement and deeper,
more meaningful relationshipswith your customers?
Speaker 2 (06:26):
Well, number one, cameo historically has been a
product that people use.
It's got an insanely high NPS,they love it and then,
ultimately, we haven't done agreat job of getting people to
come back.
Now, that said, we have somewhale customers that have spent
six figures a year just on theconsumer side.
So we have huge enthusiasts,but for most people it's a one
(06:47):
and done, and one of my boardmembers, bing Gordon, who's kind
of like a legendary consumerinternet guy, just goes.
Steven, I have never seen in myentire career a company with
this high NPS and this lowrepeat rate, and a big part of
that, in my opinion, is that wehaven't done a good enough job,
kind of like winning back thesereally happy customers that are
(07:07):
coming through.
So ultimately, with Red CarpetRewards, what we first want to
do is retroactively honor youfor all of the business that
you've given us in the past.
So Red Carpet Rewards members,once they create their profile,
we actually are going to givethem 5% back in credits to spend
by the end of this year andit'll be like airline miles
going forward.
(07:28):
But for year one of the programwe're going retroactively back.
So any of your listeners thathave bought cameos from us or
multiple cameos, you're leavinga lot of money on the table if
you don't go create your redcarpet rewards profile.
So we're really excited to godo that.
In the longer term, we wouldlike to take the magic of Cameo,
(07:49):
like what we do, bringingamazing people together and
provide our loyalty members withone-of-a-kind experiences.
During the NFT era, we createdsomething called Cameo Pass,
which was extremely popular.
We had a lot of great eventsand that was, at the time, like
our big loyalty play.
You know, as a brand like Cameowe are, as you mentioned, we're
(08:12):
a tech company, but we're alsoan entertainment company.
So we have tentpole momentsthat we activate at Lollapalooza
, super Bowl, kind of these bigglobal events that you know we
throw.
You know really cool exclusiveparties or we have, like really
awesome.
You know we have awesomespeakers and we want the red
carpet reward members to be youknow that's kind of their ticket
(08:34):
behind the red velvet rope onanything that Cameo does.
So that's something that youknow you'll see to come.
And then, lastly, we have a lotof great relationships with
brands because we have our B2Bbusiness as well.
So in the future like if I'mlooking five years from now, you
know, I hope that our loyaltyprogram, you know, has
integrations with a lot of othertop ones and we're
(08:54):
cross-selling with the brandsthat we partner a ton with on
the B2B side or relationshipsthat I have.
So we really want to make thiskind of as fun and as valuable
of a loyalty program asanybody's going to be a part of
at scale.
Speaker 1 (09:07):
Wow, that's really cool.
And that retroactive reward hasgot to be attractive for folks
who are some of your most loyalcustomers, so that's really cool
.
Speaker 2 (09:15):
Yeah, it's been fun.
I mean like when we were evendoing the math on this because
the consensus has been therepeat rate is just too low to
have a loyalty program.
And then when we really dug intothe data, we had hundreds of
thousands of people that havebeen multi-time buyers and
there's over 100 people thathave spent over 100 grand on
Cameo just on the consumer side,and my team didn't know any of
(09:38):
those people.
So when we did the launch forthis, not only did I invite that
cohort first, but I gave themmy cell phone number.
I'm like, if you need anything,here's my cell phone number,
call me, I will help.
Right.
And that's roll out the redcarpet as our first corporate
value and that's why we namedred carpet awards what we did
and the whole idea with that is,anytime you're interacting with
(10:00):
our brand, you should feel likeyou're being escorted down the
red carpet at the Oscars, likethat's how we want anytime you
touch our brand of fuel and wewant our red carpet awards
members.
You know we want our talent toknow that they're an RCR member,
so that cameo gets prioritizedand maybe they put a little
extra special love into it.
We're pumped to see where thisgoes.
Speaker 1 (10:20):
That's really cool, and so, as a tech company, you
know I'm sure you guys arealways talking about data and,
as loyalty people, data is atthe heart of a lot of what we do
too.
So, like what, how do you guyslook at?
You know the role of like thevalue exchange between
collecting people's data andthen providing back to them
something in the form ofpersonalization.
(10:41):
How does that work into yourloyalty strategy?
Speaker 2 (10:43):
Well, it's the whole core of our loyalty strategy, as
it is for most.
But I'll give you a reallyinteresting example.
So, ethan, if I buy you a cameoand let's say I know that
you're a big Cincinnati Reds fan, I'm a big Chicago Cubs fan,
right?
Yeah, like I don't necessarilyas Cameo.
The end recipient right now iskind of out of our loop.
(11:05):
So I'm the customer right thatbought it.
But 85% of Cameos are bought asgifts, so for a long time we've
missed out on the ultimaterecipient.
That's actually the Redspan,right.
So for me, if I just look atwho I bought, it isn't
necessarily correlated with whatI like.
So that's always been a problemfor us.
As far as like retargeting andpersonalized marketing.
So part of the RCR program isyou know you sign in, so I buy
(11:30):
that cameo for you.
I then am prompted to join RCR.
Part of joining RCR is I haveto give you a couple of
categories that I'm reallyinterested in.
So I like the Chicago Cubs, Ilike the Red Hot Chili Peppers,
I like Survivor, right, and Iwould put those shows in.
And now, when you open the appin the future, right, we're
going to use those groups thatyou said you like or the talent
(11:51):
that you favorited, and thosewill be the people that you're
hearing from on a marketingperspective.
So you know, having donemillions and millions of cameos
and not having because we'vealways made it such a
lightweight experience where youknow we basically had your
email or your phone number, wedidn't have anything else on you
.
In most cases, we didn't evenhave your name.
You know, this is just thebeginning of kind of like doing
(12:14):
a lot of retroactive work toclose the loop and make sure
that we have the data that weneed on our customers to serve
them as well as we possibly can.
Speaker 1 (12:22):
Awesome.
So, as you start to evolve thatand you're working on building
out this red carpet rewardsprogram, what are you looking at
to measure the success of yourloyalty and customer engagement
efforts?
Are there KPIs or benchmarksthat are most important to you
and your team?
Speaker 2 (12:37):
Yeah, we're in the top of the first inning on this.
So right now it's like there'sbeen a big win back campaign.
So we've gone to the millionsof emails in our CRM.
We presented them with thispersonalized offer.
Hey, you know, hey, ethan, likeyou've got, you know, 600 RCR
points waiting for you, which isX amount of dollars.
(12:57):
Like we would love you to jointhe program to claim it.
So we're starting with that.
So, from just a pure signupperspective, that's the first
thing we're looking at it.
Secondly, we're looking at likethe use, usage rate of those
credits.
Right, we've given you thecredits.
Are you using them?
Are people taking their creditand just buying one cameo, or
(13:18):
are they?
Is that the beginning of themkind of having more, like a
higher purchase frequency andmore frequent retention?
So right now it's all about kindof building more like a higher
purchase frequency and morefrequent retention.
So right now it's all aboutkind of building this list up.
You know there's a ton of workthat we've been doing on trying
to win back the existing, theold customers and then making it
a great part of the newpurchaser flow, right, so you
(13:38):
order the cameo, you have agreat experience.
Right, when you're done.
You get an email from us nowsaying hey, you know, join our
loyalty program and you knowyou're going to get this many
points with this purchase justlike you know, if you try to buy
a flight on American Airlinesor something and you're not in,
you know the Advantage program.
Speaker 1 (13:56):
Awesome.
Well, are there any metrics youwish you had more visibility
into, or some area where, like,maybe a different industry
standard would help?
Speaker 2 (14:04):
You know we're so early.
It's like this is zero to onework for us.
So it's like we had eight yearswhere we didn't have a program.
Now we have a program and youknow we want to just build
awareness about that, make surepeople are coming in.
And then we also want to hearfrom you know, our users Like
(14:27):
what you know.
What do you want to see out ofthis program as well?
There's a lot of things thatwe're excited to potentially
offer down the line.
So you can imagine RCR membersmaybe get like almost like
Amazon Prime members, maybe getlike a, you know, a faster
guaranteed rate of like whentheir video is going to come
back to them.
You can imagine RCR membersgetting first look at new talent
, like when they come on, likethey're the first people that
get the email before we emailthe rest of the CRM list,
(14:47):
especially for like talent thatare doing like limited duration
drops.
So we want to have acultivation there.
And then the other thing thatwe're doing is we're creating a
newsletter.
I've never done anything likethis before, but so many brands
that I admire are reallybuilding in public in a big way,
that I admire are reallybuilding in public in a big way.
(15:08):
So we're actually going to,starting this next month in July
, have a monthly CEO update tothe RCR members, so it's almost
like an investor update, butjust to the customers.
Here's what's going on.
Here's what's new at Cameo,here's what to look for and I'm
excited to ship that first oneand get some feedback and
iterate from there.
Excited to, like, ship thatfirst one and get some feedback
and iterate from there.
Speaker 1 (15:24):
That's awesome.
So one of the things that wekeep hearing about is that you
know, kind of in this time of alot of economic uncertainty and
change happening, that thedefinition of the definition of
value is changing, especiallywhen it comes to, like, digital
experiences, wherepersonalization, speed and
exclusivity matter more.
How are Cameo users definingvalue and how are you responding
(15:49):
to their needs through thepricing, the loyalty program or
even those great experiencedesigns that you're talking
about?
Speaker 2 (15:55):
Yeah, it's a really good question.
It's something we talk about alot here and part of it is just
making sure we're alwayslistening to our customers and
saying, hey, this is the type ofthing I would pay for, or not.
So a really good example ofthat is we've.
If you were to zoom out, I loveJeff Bezos.
Somebody asked him one time,like if you had to design a 10
(16:16):
year strategy for the company.
Like you know how do you eventhink about where to start?
And Jeff's like, well, I haveno idea where technology is
going to be in 10 years.
It's like there's all these,you know, ai, all this shit.
Like I have no idea.
But there are a couple ofthings I know for certain.
Number one I know my people arenot going to want to pay more
for their goods in the future.
They're going to want to payless, right?
(16:36):
Secondly, I know that peopleare going to want a faster
delivery, not slower delivery.
So he basically has this listof things.
And for Cameo, for us, we knowthat our users get the highest
value when the Cameo comes asquickly as possible, when it's
as well done as it possibly canbe and when it actually happens,
because there is a percentageof our orders that don't get
(16:57):
fulfilled.
If the town's busy, somethinghappens, they don't do it in the
time allotted.
So it started with findingearly like what are the things
that our users are likeclamoring to pay for?
And you know, for us the firstone of those was 24 hour
turnaround.
So you know there is anexpedited price basically, where
people can pay a little bitmore but it's like guaranteed to
(17:17):
come in the 24 hours.
And when I think about thevalue that could accrue to the
membership base, like, maybe atsome point, like you know, free
48 hours, for example, issomething that you know we could
offer.
It's not a ski that we chargefor today, but it could be a
nice perk versus the seven daysthat a normal customer would
have to get the Cameo turnedaround.
Another one that we've seenrecently is our watermark
(17:41):
removal.
So for a long time we've alwaysbeen really adamant about
keeping the Cameo watermark onthe video.
But we've had a lot ofcustomers over the years that
said, hey, we would love, youknow, I'd pay you to like take
the watermark off, right?
And we just ordered, we justtested out a watermark upsell, a
watermark removal upsell.
So for 10 bucks.
(18:01):
You know you could you pay a$10 upcharge and the watermark
goes away, and that wasextremely popular.
Now we're testing it out atdifferent price points so you
could imagine maybe RCR membersget something like that for free
in the future.
Those are the types of thingsthat I'm excited as the program
goes to just like have thingsthat we're not charging for and
then accruing like value to ourred carpet rewards members
(18:26):
that's awesome.
Speaker 1 (18:26):
Yeah, and I mean, centering the voice of the
customer is always an excellentidea, so it sounds like you guys
are on the right track.
Um, so what would you?
I know you guys are early inthe loyalty game at cameo, but
what would you say is the nextbig thing for customer loyalty
or even just customer experienceat cameo?
Are there any emergingtechnologies or ideas you're
exploring to help take that fanengagement to the next level?
Speaker 2 (18:49):
Yeah, there's a lot.
So, for those of you that havefollowed the Apple versus Epic
Games lawsuit, one of thereasons that we have not been
able to build our app out ormake it the destination despite
it being a 4.9-star app app outor make it like the destination
despite it being a four star 4.9star app, like you know,
routinely ranked, like one ofyou know, Apple's top 25 apps
for 2025.
(19:10):
One of the things that thatreally hurt our business model
is that Apple was taking 30% offthe top of any purchase in the
app.
So the talent if you booked acameo in our app before six
weeks ago it's a $100 cameo thetalent would be making $52.50,
versus the exact same videobooked on web they get $75.
(19:33):
So that was always like a bigissue for us.
So the talent either likedidn't want to do the cameos
that were booked in the app,which was about 15% of our
orders because they were makingless for the same work, or what
they would do is they wouldraise their price up by 42%, so
they would still make the same,but then now you're charging
your customers more money.
(19:53):
We're really excited with theApple versus Epic ruling that we
now are able to allow users toeither check out on web or check
out on app, and the app pricingis like 42% higher.
So we let the consumers makethat decision.
But the big thing that we'regoing to do now is we're now
going to close the loop and makesure that every person that
buys a Cameo, they get in ourapp ecosystem, and this is
(20:16):
important because we know thatretention is higher.
In the app.
You have things like pushnotifications.
There's a lot you can do withpersonalization.
That's there, like pushnotifications.
You know there's a lot you cando with personalization.
That's there.
So now that the business modelallows us to do it, we're going
to quadruple down on what we'rebuilding into our app make
really fun, cool, engagingexperiences that our users can
(20:36):
do.
And, kind of for the first time, we're going to be thinking
about DAUs.
Right, we never, really, as amarketplace business, DAUs
didn't matter to us so much inour app, but that's going to be
one of the big things that we'redoing.
And when you think about whatdrives DAUs, it's usually some
combination of messaging or sometype of feed.
So these are all things thatare in the app a little bit
today, but we're really going todouble down on and we just want
(20:59):
to keep people in our ecosystemand give them more and more
value as the network effectcontinues to increase.
Speaker 1 (21:06):
Yeah, that's awesome.
That sounds like you guys havea lot of exciting things on the
horizon there, so that's verycool.
Yeah, so in the early days,what are two or three things
you're most proud of for the RedCarpet Rewards program?
Speaker 2 (21:20):
You know it's been really cool.
Like I've had customers that youknow I give myself a number
right and I have, like this onecustomer that's probably texted
me, you know 10 times in thelast month and a half since I
rolled that out, probably textedme you know 10 times in the
last month and a half since Irolled that out and you know,
just even developing like arelationship with that, like
somebody that's a real wellcustomer of our business, hey,
(21:40):
when you're in Chicago, come byHQ, like we'll send you out some
merch, like I just sent thisgirl, you know, a bunch of
t-shirts that you know lives inNebraska and like that's like
that's just the type of thingthat wouldn't have happened if
not for the program.
You know, the other thing that Ithink is cool is it's it really
was such like across-functional effort to get
loyalty.
Like loyalty programs are a lotmore complex, as I know this
(22:03):
audience knows, but you knowit's like is this US only?
Is it outside of the US?
Like, what are the rules there?
What can we actually like, whatcan we collect?
How do we use it?
So there, I've learned so muchfrom that and, you know, a huge
shout out to our legal team, ourproduct team.
Our engineers that you knowhave had to like kind of learn
on a fly on this, but I think wegot it to a pretty good place.
Speaker 1 (22:25):
Yeah, it's definitely not easy launching a loyalty
program from scratch.
So kudos to you guys for makingthe investment and putting that
at the center of your strategygoing forward.
It's a smart move, but it'sdefinitely not easy.
Speaker 2 (22:38):
Well, and you know, the good thing is, we started
with a lot of happy customers,right.
So that's, it's a.
It's a brand that people havealways been excited about, even
our people that have bought once.
They're huge net promoters ofit, and I can't tell you how
many people have their cameostory when they find out what I
do and they want to talk aboutthe cameo they got for their
uncle for his 70th birthday, andI love those stories Just like
(23:00):
anybody.
If someone was talking aboutyour kid and like a great
baseball game they had orsomething you'd be so proud, and
that's how I feel every time Ihave a customer come up and talk
to me, and I think this is thepipes of us having much better
relationships with our customers.
Speaker 1 (23:15):
And that's what loyalty is all about, right?
Yes, well, stephen, that bringsus to our world famous
quickfire question section.
We try to keep the answers tothese to like one word or short
phrase, so I'm going to jumpright into it.
What is your favorite word,catalyst?
Speaker 2 (23:42):
What is your least favorite word?
Can't what excites you.
Speaker 1 (23:48):
Making people happy.
What do you find tiresome?
Nagging?
Speaker 2 (23:53):
What book do you like to recommend to your colleagues
?
I have so many, but forentrepreneurs.
Speaker 1 (23:59):
I always recommend the Hard Thing About Hard Things
.
Speaker 2 (24:04):
What profession other than your own would you like to
attempt?
Well, I tell people when theyask me what I do, that I'm a
horse jockey all the time somaybe that Awesome.
Speaker 1 (24:11):
What do you enjoy doing that you don't get to do
as often as you'd like?
Speaker 2 (24:18):
I really enjoy experiential, like getting out,
you know, getting out in frontof our customers in the wild.
We have a bunch of internsworking at the company right now
and they're doing all this likefun man on the street content
and I always just get a lot ofenergy out of that.
Speaker 1 (24:33):
Awesome.
Who inspired you to become theperson that you are today?
Speaker 2 (24:39):
My babu Spiro, my grandfather.
Speaker 1 (24:42):
Awesome.
What do you typically thinkabout at the end of the day?
Speaker 2 (24:47):
It's always a cameo, you know.
There's always so much like howcan we be better tomorrow?
You know team drama, issueswhere we're going.
So those are.
Those are ever present,omnipresent.
Speaker 1 (25:00):
And how do you want to be remembered by your friends
and family?
Speaker 2 (25:04):
I want to be so.
I want to be remembered assomebody that gave people the
best experiences of their life.
Speaker 1 (25:11):
Awesome.
Well, Stephen, thank you somuch for taking the time to
speak with us today.
It was really a pleasuretalking with you and learning
more about Cameo and kind ofseeing the future for this
amazing company that I've knownabout for a while, but it's
really cool to see you guysbranching out.
So thank you so much for comingand telling us all about it and
good luck with all of your RedCarpet Rewards program
(25:34):
improvements in the future.
Speaker 2 (25:36):
Thanks, ethan, excited.
And if you've bought Cameos andyou haven't joined RCDR, go
check your email.
The link's waiting for you.
Speaker 1 (25:44):
Awesome and thanks to everyone for listening.
Make sure you check back withus every Thursday for another
episode of Leaders in CustomerLoyalty Brand Stories.
Good afternoon and good morning everyone.
This is Ethan Perry fromLoyalty360 and welcome back to
Leaders in Customer LoyaltyBrand Stories.
In this series we talk to theleading minds working at some of
the biggest brands in thecountry to cultivate customer
loyalty and create amazingcustomer experiences.
It's great to have you with usevery Thursday.
For today's episode, we aretalking with Steve Galanis, CEO
(00:27):
of Cameo.
Welcome, Stephen.
Speaker 2 (00:30):
Thanks for having me.
Speaker 1 (00:32):
Yeah, thanks for taking the time.
We really appreciate it.
So, for those who may not befamiliar with Cameo or haven't
bought a short-form video fromyou guys, can you give us an
introduction to what you do andhow the company was started and
what's led you to the amazingsuccess you've had?
Speaker 2 (00:47):
sure.
Cameo is a marketplace whereyou can book personalized video
messages from tens of thousandsof the most interesting people
in pop culture.
We started the business in 2017with the idea that the selfie
was the new autograph.
My co-founder, martin, was an nagent and he showed me a video
that he'd gotten made of one ofhis players congratulating this
(01:10):
guy on becoming a dad for thefirst time, and I remember
watching this video and he wasjust showing it to me to say,
like look at the aura this guy'sgot.
He's a star.
Maybe he could be in movies.
But I remember just watchingthis and I was like Martin, we
should sell those.
And you know that was in 2017.
We're almost nine years intothis now.
We've sold millions of videos,have a 4.9 star app in the app
(01:35):
store and you know, among themillions of videos that we've
done, if you look at ourcustomer reviews, it's like
4.99999, with a lot of nines allthe time.
So we really live to createmagical moments for our fans and
the people that they love themost.
Speaker 1 (01:52):
That's amazing.
So can you tell us a little bitmore about your role and how
you got to where you are, kindof what positions led you to
become CEO at Cameo?
Speaker 2 (02:02):
Well, I started the company, so that helps a lot and
it is the only job I've had atCameo.
You know I've got two amazingco-founders and obviously we've
had so many incredible peoplethat have worked here to help.
You know, make sure that wehave the talent on.
That's going to surprise anddelight our fans.
And you know, from a marketingand tech side, just kind of a
(02:24):
dream team that we've had to putthis.
You know, from a marketing andtech side, just kind of a dream
team that we've had to put this.
You know, amazing productexperience together.
Speaker 1 (02:30):
That's awesome.
So, in your role, what keepsyou up at night?
What's the biggest challenge oropportunity that you're facing
these days?
Speaker 2 (02:38):
You know it's funny because a lot of times people
will be like did you ever thinkKami would be this big?
And the truth is like I look atit every day, I'm like I can't
believe we're this small.
This is such a globalopportunity.
We believe there's about 50million people in the world that
could be professional creatorson Cameo.
Today we have 60,000.
So we have a lot of work to do.
Ultimately, the grand vision ofCameo was to create the
(03:00):
marketplace for people's time.
For X amount of money you as afan should be able to pay to do
Y activity with Z person.
We've really just kind offocused in on the first Y
activity all these years.
The personalized video shoutout because it's a really easy
thing to do.
We're asking for kind of 30seconds to a minute of someone's
time.
It's asynchronous.
(03:21):
They don't have to be the sameway.
There's no safety issues.
So it really was like kind of agreat first product for us to
do.
And as the business hasexpanded into other experiences
like live calls, we own a merchcompany.
We also have a B2B businessthat's been growing pretty
rapidly called Cameo forBusiness, where brands could
(03:42):
come and find bespoke brandendorsements people to endorse
their product or service.
That's been a lot of fun.
We had a great customer eventlast night here for that, with a
bunch of talent.
Speaker 1 (03:53):
That's awesome.
So you kind of touched on a lotof the interesting things that
you guys do and Cameo reallysits at kind of a unique
intersection of entertainment,fan engagement and the creator
economy.
So how are you seeing thisspace evolve in response to
shifting consumer expectationsand different digital behaviors?
Speaker 2 (04:12):
Well, I think there's a couple things and, if you
want to take it from the creatoreconomy perspective, the whole
idea of the creator economy isthat there's more people than
ever that are looking to theinternet to kind of monetize
their creativity, and one of themain ways that they do that is
they accrue a following on anInstagram, a TikTok, a Snapchat,
et cetera, and then they findother things to sell, because
(04:36):
most people do not make anymoney from the ad share on the
large platforms.
Obviously, as we've moved fromkind of a following-based graph
on the social networks to analgorithmic-based graph, it's
getting harder and harder forcelebrities to actually reach
the people that they care themost about, which are their fans
(04:57):
that follow them, that haveexplicitly subscribed or said
they want to see them.
And how often are you onInstagram these days, where 30
minutes goes by, you're doomscrolling and next thing you
know you're like you see awedding of all these people you
didn't even know and you're likewait, was I supposed to be at
that wedding?
Because most of the contentthat's out there has nothing to
do with your following graph.
So a lot of what we're buildingon our longer term roadmap at
(05:21):
Cameo is almost creating like atalent-based loyalty program.
So think like fan clubs.
You look at some of the bestbands in the world someone like
Pearl Jam.
Or you look at the Great FieldDead Like.
Why have they been able to havethese like rabid fan bases?
It's because they have thecustomer data and they almost
(05:41):
are acting like a CRM, like abusiness would do, to let their
best fans know hey, here's mymerch shop, here's when we're
coming to your town, here's, youknow, here's an early access to
the tickets that are coming outand what we want to do at scale
.
I think bands have done fairlygood at that over the years, but
digital creators like don'thave that infrastructure and we
(06:02):
would like to be the front endof them to be able to like,
cultivate and reward their youknow, their biggest whale fans.
Speaker 1 (06:08):
That's awesome.
Well, as you know customerloyalty enthusiasts over here,
we were excited to see thatCameo recently launched Red
Carpet Rewards program.
Yeah, how does this newinitiative support, you know,
some of that long-term visionfor fan engagement and deeper,
more meaningful relationshipswith your customers?
Speaker 2 (06:26):
Well, number one, cameo historically has been a
product that people use.
It's got an insanely high NPS,they love it and then,
ultimately, we haven't done agreat job of getting people to
come back.
Now, that said, we have somewhale customers that have spent
six figures a year just on theconsumer side.
So we have huge enthusiasts,but for most people it's a one
(06:47):
and done, and one of my boardmembers, bing Gordon, who's kind
of like a legendary consumerinternet guy, just goes.
Steven, I have never seen in myentire career a company with
this high NPS and this lowrepeat rate, and a big part of
that, in my opinion, is that wehaven't done a good enough job,
kind of like winning back thesereally happy customers that are
(07:07):
coming through.
So ultimately, with Red CarpetRewards, what we first want to
do is retroactively honor youfor all of the business that
you've given us in the past.
So Red Carpet Rewards members,once they create their profile,
we actually are going to givethem 5% back in credits to spend
by the end of this year andit'll be like airline miles
going forward.
(07:28):
But for year one of the programwe're going retroactively back.
So any of your listeners thathave bought cameos from us or
multiple cameos, you're leavinga lot of money on the table if
you don't go create your redcarpet rewards profile.
So we're really excited to godo that.
In the longer term, we wouldlike to take the magic of Cameo,
(07:49):
like what we do, bringingamazing people together and
provide our loyalty members withone-of-a-kind experiences.
During the NFT era, we createdsomething called Cameo Pass,
which was extremely popular.
We had a lot of great eventsand that was, at the time, like
our big loyalty play.
You know, as a brand like Cameowe are, as you mentioned, we're
(08:12):
a tech company, but we're alsoan entertainment company.
So we have tentpole momentsthat we activate at Lollapalooza
, super Bowl, kind of these bigglobal events that you know we
throw.
You know really cool exclusiveparties or we have, like really
awesome.
You know we have awesomespeakers and we want the red
carpet reward members to be youknow that's kind of their ticket
(08:34):
behind the red velvet rope onanything that Cameo does.
So that's something that youknow you'll see to come.
And then, lastly, we have a lotof great relationships with
brands because we have our B2Bbusiness as well.
So in the future like if I'mlooking five years from now, you
know, I hope that our loyaltyprogram, you know, has
integrations with a lot of othertop ones and we're
(08:54):
cross-selling with the brandsthat we partner a ton with on
the B2B side or relationshipsthat I have.
So we really want to make thiskind of as fun and as valuable
of a loyalty program asanybody's going to be a part of
at scale.
Speaker 1 (09:07):
Wow, that's really cool.
And that retroactive reward hasgot to be attractive for folks
who are some of your most loyalcustomers, so that's really cool
.
Speaker 2 (09:15):
Yeah, it's been fun.
I mean like when we were evendoing the math on this because
the consensus has been therepeat rate is just too low to
have a loyalty program.
And then when we really dug intothe data, we had hundreds of
thousands of people that havebeen multi-time buyers and
there's over 100 people thathave spent over 100 grand on
Cameo just on the consumer side,and my team didn't know any of
(09:38):
those people.
So when we did the launch forthis, not only did I invite that
cohort first, but I gave themmy cell phone number.
I'm like, if you need anything,here's my cell phone number,
call me, I will help.
Right.
And that's roll out the redcarpet as our first corporate
value and that's why we namedred carpet awards what we did
and the whole idea with that is,anytime you're interacting with
(10:00):
our brand, you should feel likeyou're being escorted down the
red carpet at the Oscars, likethat's how we want anytime you
touch our brand of fuel and wewant our red carpet awards
members.
You know we want our talent toknow that they're an RCR member,
so that cameo gets prioritizedand maybe they put a little
extra special love into it.
We're pumped to see where thisgoes.
Speaker 1 (10:20):
That's really cool, and so, as a tech company, you
know I'm sure you guys arealways talking about data and,
as loyalty people, data is atthe heart of a lot of what we do
too.
So, like what, how do you guyslook at?
You know the role of like thevalue exchange between
collecting people's data andthen providing back to them
something in the form ofpersonalization.
(10:41):
How does that work into yourloyalty strategy?
Speaker 2 (10:43):
Well, it's the whole core of our loyalty strategy, as
it is for most.
But I'll give you a reallyinteresting example.
So, ethan, if I buy you a cameoand let's say I know that
you're a big Cincinnati Reds fan, I'm a big Chicago Cubs fan,
right?
Yeah, like I don't necessarilyas Cameo.
The end recipient right now iskind of out of our loop.
(11:05):
So I'm the customer right thatbought it.
But 85% of Cameos are bought asgifts, so for a long time we've
missed out on the ultimaterecipient.
That's actually the Redspan,right.
So for me, if I just look atwho I bought, it isn't
necessarily correlated with whatI like.
So that's always been a problemfor us.
As far as like retargeting andpersonalized marketing.
So part of the RCR program isyou know you sign in, so I buy
(11:30):
that cameo for you.
I then am prompted to join RCR.
Part of joining RCR is I haveto give you a couple of
categories that I'm reallyinterested in.
So I like the Chicago Cubs, Ilike the Red Hot Chili Peppers,
I like Survivor, right, and Iwould put those shows in.
And now, when you open the appin the future, right, we're
going to use those groups thatyou said you like or the talent
(11:51):
that you favorited, and thosewill be the people that you're
hearing from on a marketingperspective.
So you know, having donemillions and millions of cameos
and not having because we'vealways made it such a
lightweight experience where youknow we basically had your
email or your phone number, wedidn't have anything else on you
.
In most cases, we didn't evenhave your name.
You know, this is just thebeginning of kind of like doing
(12:14):
a lot of retroactive work toclose the loop and make sure
that we have the data that weneed on our customers to serve
them as well as we possibly can.
Speaker 1 (12:22):
Awesome.
So, as you start to evolve thatand you're working on building
out this red carpet rewardsprogram, what are you looking at
to measure the success of yourloyalty and customer engagement
efforts?
Are there KPIs or benchmarksthat are most important to you
and your team?
Speaker 2 (12:37):
Yeah, we're in the top of the first inning on this.
So right now it's like there'sbeen a big win back campaign.
So we've gone to the millionsof emails in our CRM.
We presented them with thispersonalized offer.
Hey, you know, hey, ethan, likeyou've got, you know, 600 RCR
points waiting for you, which isX amount of dollars.
(12:57):
Like we would love you to jointhe program to claim it.
So we're starting with that.
So, from just a pure signupperspective, that's the first
thing we're looking at it.
Secondly, we're looking at likethe use, usage rate of those
credits.
Right, we've given you thecredits.
Are you using them?
Are people taking their creditand just buying one cameo, or
(13:18):
are they?
Is that the beginning of themkind of having more, like a
higher purchase frequency andmore frequent retention?
So right now it's all about kindof building more like a higher
purchase frequency and morefrequent retention.
So right now it's all aboutkind of building this list up.
You know there's a ton of workthat we've been doing on trying
to win back the existing, theold customers and then making it
a great part of the newpurchaser flow, right, so you
(13:38):
order the cameo, you have agreat experience.
Right, when you're done.
You get an email from us nowsaying hey, you know, join our
loyalty program and you knowyou're going to get this many
points with this purchase justlike you know, if you try to buy
a flight on American Airlinesor something and you're not in,
you know the Advantage program.
Speaker 1 (13:56):
Awesome.
Well, are there any metrics youwish you had more visibility
into, or some area where, like,maybe a different industry
standard would help?
Speaker 2 (14:04):
You know we're so early.
It's like this is zero to onework for us.
So it's like we had eight yearswhere we didn't have a program.
Now we have a program and youknow we want to just build
awareness about that, make surepeople are coming in.
And then we also want to hearfrom you know, our users Like
(14:27):
what you know.
What do you want to see out ofthis program as well?
There's a lot of things thatwe're excited to potentially
offer down the line.
So you can imagine RCR membersmaybe get like almost like
Amazon Prime members, maybe getlike a, you know, a faster
guaranteed rate of like whentheir video is going to come
back to them.
You can imagine RCR membersgetting first look at new talent
, like when they come on, likethey're the first people that
get the email before we emailthe rest of the CRM list,
(14:47):
especially for like talent thatare doing like limited duration
drops.
So we want to have acultivation there.
And then the other thing thatwe're doing is we're creating a
newsletter.
I've never done anything likethis before, but so many brands
that I admire are reallybuilding in public in a big way,
that I admire are reallybuilding in public in a big way.
(15:08):
So we're actually going to,starting this next month in July
, have a monthly CEO update tothe RCR members, so it's almost
like an investor update, butjust to the customers.
Here's what's going on.
Here's what's new at Cameo,here's what to look for and I'm
excited to ship that first oneand get some feedback and
iterate from there.
Excited to, like, ship thatfirst one and get some feedback
and iterate from there.
Speaker 1 (15:24):
That's awesome.
So one of the things that wekeep hearing about is that you
know, kind of in this time of alot of economic uncertainty and
change happening, that thedefinition of the definition of
value is changing, especiallywhen it comes to, like, digital
experiences, wherepersonalization, speed and
exclusivity matter more.
How are Cameo users definingvalue and how are you responding
(15:49):
to their needs through thepricing, the loyalty program or
even those great experiencedesigns that you're talking
about?
Speaker 2 (15:55):
Yeah, it's a really good question.
It's something we talk about alot here and part of it is just
making sure we're alwayslistening to our customers and
saying, hey, this is the type ofthing I would pay for, or not.
So a really good example ofthat is we've.
If you were to zoom out, I loveJeff Bezos.
Somebody asked him one time,like if you had to design a 10
(16:16):
year strategy for the company.
Like you know how do you eventhink about where to start?
And Jeff's like, well, I haveno idea where technology is
going to be in 10 years.
It's like there's all these,you know, ai, all this shit.
Like I have no idea.
But there are a couple ofthings I know for certain.
Number one I know my people arenot going to want to pay more
for their goods in the future.
They're going to want to payless, right?
(16:36):
Secondly, I know that peopleare going to want a faster
delivery, not slower delivery.
So he basically has this listof things.
And for Cameo, for us, we knowthat our users get the highest
value when the Cameo comes asquickly as possible, when it's
as well done as it possibly canbe and when it actually happens,
because there is a percentageof our orders that don't get
(16:57):
fulfilled.
If the town's busy, somethinghappens, they don't do it in the
time allotted.
So it started with findingearly like what are the things
that our users are likeclamoring to pay for?
And you know, for us the firstone of those was 24 hour
turnaround.
So you know there is anexpedited price basically, where
people can pay a little bitmore but it's like guaranteed to
(17:17):
come in the 24 hours.
And when I think about thevalue that could accrue to the
membership base, like, maybe atsome point, like you know, free
48 hours, for example, issomething that you know we could
offer.
It's not a ski that we chargefor today, but it could be a
nice perk versus the seven daysthat a normal customer would
have to get the Cameo turnedaround.
Another one that we've seenrecently is our watermark
(17:41):
removal.
So for a long time we've alwaysbeen really adamant about
keeping the Cameo watermark onthe video.
But we've had a lot ofcustomers over the years that
said, hey, we would love, youknow, I'd pay you to like take
the watermark off, right?
And we just ordered, we justtested out a watermark upsell, a
watermark removal upsell.
So for 10 bucks.
(18:01):
You know you could you pay a$10 upcharge and the watermark
goes away, and that wasextremely popular.
Now we're testing it out atdifferent price points so you
could imagine maybe RCR membersget something like that for free
in the future.
Those are the types of thingsthat I'm excited as the program
goes to just like have thingsthat we're not charging for and
then accruing like value to ourred carpet rewards members
(18:26):
that's awesome.
Speaker 1 (18:26):
Yeah, and I mean, centering the voice of the
customer is always an excellentidea, so it sounds like you guys
are on the right track.
Um, so what would you?
I know you guys are early inthe loyalty game at cameo, but
what would you say is the nextbig thing for customer loyalty
or even just customer experienceat cameo?
Are there any emergingtechnologies or ideas you're
exploring to help take that fanengagement to the next level?
Speaker 2 (18:49):
Yeah, there's a lot.
So, for those of you that havefollowed the Apple versus Epic
Games lawsuit, one of thereasons that we have not been
able to build our app out ormake it the destination despite
it being a 4.9-star app app outor make it like the destination
despite it being a four star 4.9star app, like you know,
routinely ranked, like one ofyou know, Apple's top 25 apps
for 2025.
(19:10):
One of the things that thatreally hurt our business model
is that Apple was taking 30% offthe top of any purchase in the
app.
So the talent if you booked acameo in our app before six
weeks ago it's a $100 cameo thetalent would be making $52.50,
versus the exact same videobooked on web they get $75.
(19:33):
So that was always like a bigissue for us.
So the talent either likedidn't want to do the cameos
that were booked in the app,which was about 15% of our
orders because they were makingless for the same work, or what
they would do is they wouldraise their price up by 42%, so
they would still make the same,but then now you're charging
your customers more money.
(19:53):
We're really excited with theApple versus Epic ruling that we
now are able to allow users toeither check out on web or check
out on app, and the app pricingis like 42% higher.
So we let the consumers makethat decision.
But the big thing that we'regoing to do now is we're now
going to close the loop and makesure that every person that
buys a Cameo, they get in ourapp ecosystem, and this is
(20:16):
important because we know thatretention is higher.
In the app.
You have things like pushnotifications.
There's a lot you can do withpersonalization.
That's there, like pushnotifications.
You know there's a lot you cando with personalization.
That's there.
So now that the business modelallows us to do it, we're going
to quadruple down on what we'rebuilding into our app make
really fun, cool, engagingexperiences that our users can
(20:36):
do.
And, kind of for the first time, we're going to be thinking
about DAUs.
Right, we never, really, as amarketplace business, DAUs
didn't matter to us so much inour app, but that's going to be
one of the big things that we'redoing.
And when you think about whatdrives DAUs, it's usually some
combination of messaging or sometype of feed.
So these are all things thatare in the app a little bit
today, but we're really going todouble down on and we just want
(20:59):
to keep people in our ecosystemand give them more and more
value as the network effectcontinues to increase.
Speaker 1 (21:06):
Yeah, that's awesome.
That sounds like you guys havea lot of exciting things on the
horizon there, so that's verycool.
Yeah, so in the early days,what are two or three things
you're most proud of for the RedCarpet Rewards program?
Speaker 2 (21:20):
You know it's been really cool.
Like I've had customers that youknow I give myself a number
right and I have, like this onecustomer that's probably texted
me, you know 10 times in thelast month and a half since I
rolled that out, probably textedme you know 10 times in the
last month and a half since Irolled that out and you know,
just even developing like arelationship with that, like
somebody that's a real wellcustomer of our business, hey,
(21:40):
when you're in Chicago, come byHQ, like we'll send you out some
merch, like I just sent thisgirl, you know, a bunch of
t-shirts that you know lives inNebraska and like that's like
that's just the type of thingthat wouldn't have happened if
not for the program.
You know, the other thing that Ithink is cool is it's it really
was such like across-functional effort to get
loyalty.
Like loyalty programs are a lotmore complex, as I know this
(22:03):
audience knows, but you knowit's like is this US only?
Is it outside of the US?
Like, what are the rules there?
What can we actually like, whatcan we collect?
How do we use it?
So there, I've learned so muchfrom that and, you know, a huge
shout out to our legal team, ourproduct team.
Our engineers that you knowhave had to like kind of learn
on a fly on this, but I think wegot it to a pretty good place.
Speaker 1 (22:25):
Yeah, it's definitely not easy launching a loyalty
program from scratch.
So kudos to you guys for makingthe investment and putting that
at the center of your strategygoing forward.
It's a smart move, but it'sdefinitely not easy.
Speaker 2 (22:38):
Well, and you know, the good thing is, we started
with a lot of happy customers,right.
So that's, it's a.
It's a brand that people havealways been excited about, even
our people that have bought once.
They're huge net promoters ofit, and I can't tell you how
many people have their cameostory when they find out what I
do and they want to talk aboutthe cameo they got for their
uncle for his 70th birthday, andI love those stories Just like
(23:00):
anybody.
If someone was talking aboutyour kid and like a great
baseball game they had orsomething you'd be so proud, and
that's how I feel every time Ihave a customer come up and talk
to me, and I think this is thepipes of us having much better
relationships with our customers.
Speaker 1 (23:15):
And that's what loyalty is all about, right?
Yes, well, stephen, that bringsus to our world famous
quickfire question section.
We try to keep the answers tothese to like one word or short
phrase, so I'm going to jumpright into it.
What is your favorite word,catalyst?
Speaker 2 (23:42):
What is your least favorite word?
Can't what excites you.
Speaker 1 (23:48):
Making people happy.
What do you find tiresome?
Nagging?
Speaker 2 (23:53):
What book do you like to recommend to your colleagues
?
I have so many, but forentrepreneurs.
Speaker 1 (23:59):
I always recommend the Hard Thing About Hard Things
.
Speaker 2 (24:04):
What profession other than your own would you like to
attempt?
Well, I tell people when theyask me what I do, that I'm a
horse jockey all the time somaybe that Awesome.
Speaker 1 (24:11):
What do you enjoy doing that you don't get to do
as often as you'd like?
Speaker 2 (24:18):
I really enjoy experiential, like getting out,
you know, getting out in frontof our customers in the wild.
We have a bunch of internsworking at the company right now
and they're doing all this likefun man on the street content
and I always just get a lot ofenergy out of that.
Speaker 1 (24:33):
Awesome.
Who inspired you to become theperson that you are today?
Speaker 2 (24:39):
My babu Spiro, my grandfather.
Speaker 1 (24:42):
Awesome.
What do you typically thinkabout at the end of the day?
Speaker 2 (24:47):
It's always a cameo, you know.
There's always so much like howcan we be better tomorrow?
You know team drama, issueswhere we're going.
So those are.
Those are ever present,omnipresent.
Speaker 1 (25:00):
And how do you want to be remembered by your friends
and family?
Speaker 2 (25:04):
I want to be so.
I want to be remembered assomebody that gave people the
best experiences of their life.
Speaker 1 (25:11):
Awesome.
Well, Stephen, thank you somuch for taking the time to
speak with us today.
It was really a pleasuretalking with you and learning
more about Cameo and kind ofseeing the future for this
amazing company that I've knownabout for a while, but it's
really cool to see you guysbranching out.
So thank you so much for comingand telling us all about it and
good luck with all of your RedCarpet Rewards program
(25:34):
improvements in the future.
Speaker 2 (25:36):
Thanks, ethan, excited.
And if you've bought Cameos andyou haven't joined RCDR, go
check your email.
The link's waiting for you.
Speaker 1 (25:44):
Awesome and thanks to everyone for listening.
Make sure you check back withus every Thursday for another
episode of Leaders in CustomerLoyalty Brand Stories.
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