Yash From Momentum (00:00)
Welcome back to Building Momentum, the show where we peel back the curtain on the exciting and often chaotic world of building a successful technology business. I'm Yash, your host for this show, where every episode we bring you the stories and strategies of people who've been in the trenches, conquering churns, scaling their teams and building products that people and businesses love. In this episode, we'll be chatting with Vlad from RedTrack. RedTrack .io helps you measure and manage all of your campaigns with one eye tracking and automation.
They're excited to hear their story and the lessons they've learned along the way will be dissecting the wins, the losses and everything in between. So buckle up, grab your headphones and get ready to dive into the world of building digital products. Hey Vlad, how are you doing?
Vlad , RedTrack.io (00:38)
you
Hey, Yash, thank you for inviting me to the podcast. It's my pleasure to be here to share some insights I accumulated over the past years because I was going pain forward. I got advice from other people on this journey and maybe something I'll share today will help your audience to get to the point they want to get faster as with one less mistake at least.
Yash From Momentum (00:51)
Yeah.
Yeah, no, absolutely. And that's the goal at Building Momentum as a show, that we want to figure out a way of reducing the cost of learning so they make fewer and fewer mistakes by listening and watching the episodes that we record for them. And so thank you, Vlad, for taking out the time and doing this. And I think this is a good place to start, right, where if you can tell us a little more about what you are doing at Red Track and how did you come across
building a platform like that. What's the big bad problem that you're solving for?
Vlad , RedTrack.io (01:31)
Sure, so look, as a person, as a professional, I'm a digital marketer. Even I have like CEO founder, but I'm still a digital marketer at heart. And I've been doing this for 25 years by now. And many times in the past, I ran into the problem. Yes, we have numbers, we have data, but we can't make decisions. And the first attempt that I made at building analytical tool,
was, I can say so by now, 20 years ago. Yes, so it's quite a long journey that it took me to now. So 20 years ago, it's when first time we tried to build the tool to not only get data, but get answers. And to be honest, 20 years ago, there was no technology to process the data at scale and complexity we wanted to, so that was a complete failure.
Yash From Momentum (02:02)
Wow.
Hmm.
Yeah.
Vlad , RedTrack.io (02:21)
Just let tool died under the load of data for one website in 3 months. Fast forward to, let's say to the early days of RedTrack, the technology is available. So what we're trying to do, we try to make this big data, high load, numbers crunching processing automation tools available for regular media buyers that don't have your typical access to development team.
Yash From Momentum (02:24)
Hmm Hmm
Vlad , RedTrack.io (02:44)
to large pool of resources to huge computing power even nowadays. So basically make something that works for everyone. Of course, it's not really possible. It's just a big aspiration. So we start and focus on a very specific audience. Those are performance -focused media buyers. So people who buy ads to get clients. And moreover, those are performance -focused media buyers and e -com and direct -to -consumer brands and affiliates working with them.
Yash From Momentum (02:48)
Hmm.
Mm -hmm.
Vlad , RedTrack.io (03:12)
And to be honest, it took us some years to get that clarity and narrow focus to what we're building. So it was coming from the growth pains. but now I can tell that.
Yash From Momentum (03:12)
Yeah. Yeah.
And that's my next question, right? So you spoke about the audience or the target audience that Red Track is for, and that's great that you know it today. However, I'm sure that there was a time when you had a version of the product which was used by probably four or five different personas, and you were trying to figure out as to which persona
finds most value or which persona is ready to pay more or which persona you are able to convert them faster or better or more economically. Can you talk about that journey? Having a vague understanding of what the ideal customers are to sort of identifying two or 3 final personas, how did you do that journey of discovery?
Vlad , RedTrack.io (04:07)
That was quite a journey Let's put this way. So look It's only the books when you have the perfect idea you get some funds you build the product it hits what we're trying to do we were building and selling as we were building and we were growing but a little further metrics were I Would not say atrocious, but not good especially churn and it was worried kind of
interesting because like I'm on the forefront, I talk to users, I see tons of positive feedback, I see the problems, but then we also have a lot of churn, sometimes from the same users, sometimes not. So what we were doing is we're constantly analyzing whom we can deliver solution and retain as a user and where we are failing.
Yash From Momentum (04:38)
Yeah. Yeah. Yeah.
Vlad , RedTrack.io (04:54)
as we were growing the number of data we have was also increasing until It was getting evident. Okay, we do good here for this segment and no we cannot do good for this segment no, and no we cannot do good for this segment ever and That's how we started to shape our vision of who we can build product for like the segments we can
Yash From Momentum (04:59)
Mm
Vlad , RedTrack.io (05:18)
meet now with the product we have now and increase that segment because that's good. That's how we grow immediately. And then the segment we can actually expand our product to broaden our access to the market, broaden our customer base. And then it also was meant for us that it's very difficult, especially for a growing startup decision, but we started to incorporate approach where we don't sell to clients.
Yash From Momentum (05:24)
Yeah.
Hmm. Hmm.
Vlad , RedTrack.io (05:44)
we cannot be a good fit for, at least in our beliefs. So we learned to say no. And I can't say it was like immediate. It's a process. We're still probably saying yes one more often, or a few times more often a month than we should. Because we always think we can actually do that. And quite often we do that, but we also...
Yash From Momentum (05:52)
Yeah.
Vlad , RedTrack.io (06:05)
have our not successful cases when saying yes when it's not ideal fit. And this is, in my opinion, a very natural progression because when you start doing something new, you should understand that you might fail. It's what you will learn from failure, what you learn from those turns and basically eventually not doing things that lead you to failure.
Yash From Momentum (06:18)
Yeah.
Yeah.
Vlad , RedTrack.io (06:27)
And then you'll keep doing things that will lead to success. And that's how we defined, at least for the moment, I'm not sure it will stay that way forever, our ideal customer profile. So basically those media buyers who can get value from Redtrack. And we still have cases that are not fitting the profile and they still get value. But because they're really smart people knowing how to bend our product to their needs.
Yash From Momentum (06:36)
Mm
Yeah, yeah, fair. And the other piece that I want to also know about is, could you talk to us about, so a platform like RedTrack where we are talking about, you know, reporting and some amount of automation, but let just talk about reporting as a piece, right? Essentially, I will, if I am a customer, I will implement RedTrack and then my hope.
Vlad , RedTrack.io (06:52)
But it can be a scalable solution.
Yash From Momentum (07:13)
will be that it will give me insights that will drive my marketing decisions. What that also means is that I will have to put a lot of trust onto the platform that I'm using to get those insights and get those numbers from. Can you talk to us a little about, and this is a very similar story for a lot of SaaS companies in the early stages. Can you talk to us through about how did you go about trust building for the first few customers? You were the first sort of 10 subscriptions or 10
customers that you had, how did you go about acquiring those?
Vlad , RedTrack.io (07:45)
I think, first of all, we built ourselves, or we see ourselves as inbound lead generation company. So we started to promote ourselves using multiple marketing channels. And again, I will not jump into details because our past might be replicatable. We started to use multiple channels, and then we narrowed down to the channels that keep working for us.
And sometimes we revisit the past channels just to make sure that they work. We never did outbound. We did all types of ads because I'm a digital marketer, please remember. So I know how to do ads and probably quite good at that. So, and then because we deal with data and data powers decisions, we have free trial. We have all those periods. So look, when you use tools like RedTrack, it doesn't mean that you or our clients limit themselves just to RedTrack.
they still have access to all the other tools they used to use, or they can keep using them in parallel. Just now they can compare the outcomes of using this data set as single source of truth, or that data set, or something else. Okay, RedTrack allows me to make better decisions. So I'll probably keep using RedTrack to make better decisions and have those other tools just as a backup, or because they collect data naturally, like Meta. Meta will still have the data.
Yash From Momentum (08:35)
Yeah. Yeah. Mm -hmm.
Yeah.
Hmm.
Yeah. Yeah. Yeah.
Vlad , RedTrack.io (09:01)
or Shopify will still have the data, it's not that they should let them go. It's more about that if they want to make fast decisions and they want to have all the data, both ad spend and revenues and ad performance, something else in one place, they better use one screen, right track.
Yash From Momentum (09:18)
Got it, got it, makes sense, makes sense. And so the other pieces I see that I think you are a 40 plus people team and so if you can talk us through identifying the first few team members, what were the general qualities that you looked for?
in those people, how did you go ahead? I'm sure there were times when budgets were tight. How did you incentivize them? What was the journey of getting to the first 3 or five team members?
Vlad , RedTrack.io (09:47)
So, the roles of founding team. Founding team has skills, but also founding team cannot do everything. So, you need to recognize and understand your own skill sets and start hiring people for the things you are not good at. Like, my co -founder, is amazing developer. Like, he knows things so deep,
It's just astonishing. But he's not doing the front end, the visual part. So our first tech high was front end developer. For example, yes, I might be good at a lot of things, but I understand that I cannot do important stuff like, for example, customer support eight hours a day because I...
as a founder should do multiple things, multiple hats and customers should be consistent and predictable. So one of our first hire was customer support. And that's how we grow. Like you look for the missing competencies, then you evaluate which are crucial for your business at a given moment and that you don't have insight. And then you hire people and ideally you hire people
Yash From Momentum (10:32)
.
Vlad , RedTrack.io (10:52)
who are better than you. And in startups, again, it's my opinion, it's always like very subjective, but the way you can get people in and you can support them in going forward because startups are difficult is by offering them things they typically would not get in other companies. And those things are freedom and responsibility at the same time, or let's say challenge.
Yash From Momentum (11:07)
Yeah.
Yeah, ownership, yeah.
Vlad , RedTrack.io (11:17)
and professionals are often driven by challenge and freedom.
because they want to do more complex than this, how they grow. And yes, they want to do things on their terms because they're already professionals. And these sometimes are the opportunity that startups provide versus more established companies where you actually have to fit into the mold and follow the rules.
Yash From Momentum (11:37)
Correct. That makes sense. So you're basically saying that identify what are the gaps that the founding team has and then slowly start filling in for those gaps. And this other question that a lot of SaaS founders in early stages have is also the fact that typically, I mean,
One of the things that we see is that there are two founders, both of them are engineers, or two founders, both of them are marketeers, and stuff like that, which is always a challenge when co -founders have the same skill set. However, let's say if there's an organization where this one founder who has engineering technology skill set, another founder who has agency background or marketing skill set, in those cases, how do you make product -level decisions?
Does the marketing or sales drive the features to be built within the product or the product team or the technical co -founder sort of drives the product level decisions? So one, how do you guys do it at RedTrack? And what do you recommend to such founding teams as to what should be the decision metric for what to build? Because building software is by far like the most expensive thing that they will do for the first six months of their journey.
And they want to make sure that whatever time, effort, energy and money that they are investing, that is going at least. And at that point of time, things are mostly vague, because you've only spoken to prospects as a part of your research or something like that. How do you make product -level decisions at early stages?
Vlad , RedTrack.io (13:04)
I think that's an amazing question and it doesn't have a universal answer because it depends on the team and the product. I can tell you how it works for us. So there are product decisions that have to do with product like working as a technology. It has zero business voice because business cannot tell how the technology should operate.
but it's still a product decision. But then business is about generating revenue. So it will be product decisions where business has a voice because if you are a SaaS company and you're generating revenue, you just have amazing technology, you're out of business. With all due respect, nobody cares about amazing technology. Everybody can say, yeah, technology is great, but both customers and VCs
Yash From Momentum (13:30)
Hmm.
Vlad , RedTrack.io (13:49)
they vote with their money. So that's why it's again, technology decisions should be done by people who understand technology. Business decisions should be done by people who understand business. And that's why I believe that the foundation that have two parts, they complement each other better than one part. Because it's good, like engineers want to the most marvelous technology. And they care about it, it's beautiful. It works like dealers does fancy things.
Yash From Momentum (13:55)
Hmm.
Vlad , RedTrack.io (14:13)
On the business side, we care to do a feature that will bring us new business. Or feature, it's a word, but when you say you're just building features because customers say, okay, we want that, that, and you need to have this discipline by understanding very fast where you follow the money and improve your product. And we do one time off. And we did our one time features because Flourish was a wise decision.
Yash From Momentum (14:31)
Hmm.
Yeah.
Vlad , RedTrack.io (14:36)
It was not. And then they remain the artifact and then you slow, okay, it's nobody's that should we kind of remove it? Or we just keep it under the hood for that customer who asked it 3 years ago and we do that. It's a process, but there are some decisions that business is better making. There are some decisions that technology is better making. It's finding the compromise, which is what. But again, business by itself,
Yash From Momentum (14:37)
Hmm.
Yeah.
Yeah.
Hmm.
Vlad , RedTrack.io (14:59)
would never be the right choice. Technology by itself would never be the right choice because they work as an ensemble, complement each other.
Yash From Momentum (15:02)
you
Fair point. And so let's move to the pricing piece of SaaS products. And this is one of the major questions that a lot of SaaS founders also have. How do we price? Because cost -based pricing doesn't make sense. Value -based pricing, you don't know how much value are you going to generate in the first few months. And so how do you?
How do you go about pricing your SaaS product? Like do you start with an experiment? What do you, how did you arrive at your price?
Vlad , RedTrack.io (15:36)
First of all, unless you are a pioneer but I was in that role once with my first startup. It was a dramatic failure. So don't be pioneers. It's very difficult unless you have a... you really, really know what you're doing and you have a really, really long reserve of money to be a pioneer. Yes. So we assume that most of people listen to other pioneers.
Yash From Momentum (15:51)
You have to educate the market, You have to invest a lot in educating the market.
Vlad , RedTrack.io (15:58)
They're the product for existing market. So it means you have competition. So, study the competition, because if they are there, most likely their pricing levels are okay. I'm not sure they're the best. They are okay for the market. So do the same, but offer extra value. So when somebody does a comparison,
Yash From Momentum (16:00)
Yeah.
Vlad , RedTrack.io (16:17)
And your new guy in the block, the existing guy, so they can offset the same price, but then somebody with some legacy on the market, you don't have the legacy, but you have put in something on top of the same price. It's very difficult to compete if you put the prices down because there is always zero.
Yash From Momentum (16:24)
-huh.
Hmm.
Hmm.
Ha! Got it. Yeah.
Vlad , RedTrack.io (16:35)
Unless you're making a free product, then it's good. If you're not making a free product, then don't try to undermine by the price. Try to follow the same pricing logic when you just start, just offer some extra value. And that extra value may not come from the product, it may come from your personal service. Like taking care of people, yes, exactly. Especially when you don't have many clients, you have to do that anyway to speak to them, et cetera. And they...
Yash From Momentum (16:44)
Hmm.
It may come from customer support.
Vlad , RedTrack.io (17:02)
And again, for each niche, which product you can find, something will make you different.
And then when you are comfortable with what's going on, how it works, then you have your own experience, you have your own feel for the market from talking to your clients. You may change that. Or you may change the model, make it a bit more disruptive. Like, for example, what we did for our automation part. Everybody is charging the percentage of ad spend for all the automation features. And it's very lucrative. But what I heard from all our users is that nobody likes it.
Yash From Momentum (17:16)
Hmm.
Yeah.
Vlad , RedTrack.io (17:32)
Yes, they pay, they tolerate because there is no other options. So it's okay. We will make it a fixed fit. Yes, it will vary based on the average ad spend. But it will be fixed and predictable because what customers prefer, they prefer predictability. Especially larger companies when to come to the CFO say, hey guys, or hey dear CFO, this product will cost me X money.
Yash From Momentum (17:43)
Hmm.
Vlad , RedTrack.io (17:56)
for the next 12 months, full stop, irregarding how much I spent or what is my revenue, because what makes it difficult when the cost of product varies during the period and they have to re -approve the budgets or increase them, it's very difficult even in smaller companies and same is logic for different reasons. So what we made, we tried to make it predictable, that was our decision. But before that, we actually had...
Yash From Momentum (17:58)
Yeah. Yeah.
Yeah.
Vlad , RedTrack.io (18:24)
a lot of clients, we got that feedback and that feedback was the driving factor behind the decision.
Yash From Momentum (18:30)
So, think, so this is a very good way to think about it, right? That if you starting a SaaS company for the first time, you know, do want to get into, you know, building a category, you typically want to enter into an established category or an established market and then offer additional value and price by benchmarking with your.
with your competitors instead of thinking for yourself and then sort of offer. This is very interesting when you don't want to win a customer by lowering the price, but you want to keep the same price, but then add a couple more things that will be valuable. And I think customer support is one of the things that I was doing before Momentum was we had ClientJoy, which was a CRM for freelancers and agencies. And if you look at, I think,
Vlad , RedTrack.io (19:03)
Yes.
Yash From Momentum (19:14)
about 100 plus reviews that we have on Trustpilot and stuff like that. You will also see that most of those reviews, they are from early stages and they talk about customer support. And so that is extremely valuable as well. The other piece that I want to also understand a little bit from you is that you also raised capital. so talk about when is a good time. How do I know? So I always need capital. Like as a SaaS company,
Vlad , RedTrack.io (19:34)
We did.
Yash From Momentum (19:41)
I want kept. How do I know that this is a good time and how do I know how much should I raise?
Vlad , RedTrack.io (19:46)
It's a very difficult question, especially nowadays, because like 3, four, five years ago the money was, well, not five, but let's say 3 years ago, right, money was a bit in abundance. But you, as a founder, have other vision, have other plan. And that's, by the way, something I heard from our VCs who support us immensely, that what...
Yash From Momentum (19:58)
Yeah.
Vlad , RedTrack.io (20:09)
Why they did that? When we were going through hard times, we had our hard times because we had a plan and that plan has specific numbers, actions and it was least realistic and possible to execute. So, you as a founder, should have a plan. Like short term, mid term, long term. And if that plan means you need to have money and you don't have that money on the table,
already, you should start searching for them. And maybe it means that you'll be constantly fundraising for extended period of time. It may also be the case. So there is no same path. I mean, yeah, it's easy to say, yeah, it's the seed round or pre - seed, seed, series A, etc. It happened so that I was fundraising almost nonstop for 3 years. Because
Yash From Momentum (20:40)
Got it.
Mm
Vlad , RedTrack.io (20:55)
We got some funding, but I know that we'll need more very soon. So I can adjust stop maybe for a couple of months. I need to go back into the cycle. So having the vision and the plan and understanding. And that's why all of us ask, what is your run rate? Like how many months you can keep doing that. It's more important. So if you know that your run rate is like 12 months, well, probably should start raising now.
Yash From Momentum (21:00)
Mm -hmm.
Yeah. Yeah.
Yeah, you should have started using yesterday for sure.
Vlad , RedTrack.io (21:25)
But yes, in some places probably the deals can happen fast. But when you know the VCs, you have that trust, you've there multiple times, you build that rapport, etc. For a lot of set of founders it's not the case. Especially when there is remote, like all the Zoom sessions, emails, speeches, and it takes way more time.
Yash From Momentum (21:30)
Hmm.
Yeah.
Yeah.
Vlad , RedTrack.io (21:47)
between the start doing things and the get result. And by way more time, with the best estimation, just multiply it by two at least.
Yash From Momentum (21:50)
Hmm.
got it.
Vlad , RedTrack.io (21:55)
And then work hard to make sure it's your projections, but things will... It's life Things may go all ways, things may go unpredictably And if you bet that you'll get the money when you like... Whatever, six months, eight months What will happen if you won't? I've been in that situation When we had a perfect plan But it never happened For reasons totally beyond our control
And I wish we had a plan A and then plan B and plan C. We had only plan A because it was perfect plan. And it failed.
Yash From Momentum (22:23)
Got it. Got it. So for all the people who are watching or listening, please don't jump off the cliff and then build a parachute on your way down. So have multiple plans. Got it.
Vlad , RedTrack.io (22:34)
That's how startups do anyway. I mean you're jumping on the cliff, but maybe build a parachute and a glider and have We have the fire people have like a pillow at the bottom Yeah, and that's something so do everything you can just don't do one thing
Yash From Momentum (22:41)
Yeah.
a net and then a squirrel thing as well. Yeah. Yeah. No, fair. Fair. That makes sense. so Vlad, this gets us towards the end of the conversation. And one of the things that we do at Building Momentum is that I ask you a question that was asked by my previous guest. And so my previous guest is founder of a content operations
a SaaS company called Relato. So you'll be able to see it on relato .com. His name is David. And one of the questions that he has is, how do you know that you hit PMF? So how do you know that, now I don't need to ask the question whether we have a product market fit. We know that this product in this market segment, we will be able to have a predictable sales for this. How do you know that?
And then we'll have time for your question as well.
Vlad , RedTrack.io (23:36)
Yes, and that's actually the question I ask myself all the time for the last two years. I don't know the right answer, I know my answer. My answer is if you can see that statistically significant part of your recurring revenue has positive, so more than 100 % net return retention. So for that segment of clients,
Yash From Momentum (23:44)
Okay.
Vlad , RedTrack.io (24:02)
and that too be in and SaaS only, you have product market fit. What it means, they don't churn, they don't reduce their consumption of services, they increase the consumption of services. Now, how would you define the segment and why those clients are using your product? But okay, for that segment, you have product market fit. For other segments, you may still be a step two or 3 away from it. And
Yash From Momentum (24:15)
Yeah.
Yeah.
Yeah.
Vlad , RedTrack.io (24:26)
I would not trust my feelings. I would not trust the voice feedback. I would trust the numbers.
Yash From Momentum (24:28)
Mm -hmm.
Got it.
Vlad , RedTrack.io (24:33)
So I can say that for us, that segment that I just described is already more than 60 % of our MRR Or it's just we can define by the numbers in our chart mogul around 50%, but we know the chart mogul is we need to use some criteria and they should be very strict. So the actual segment is slightly bigger. that means for, let's say we have our product market fit
Yash From Momentum (24:42)
okay.
Mm
Vlad , RedTrack.io (25:00)
for statistically large segment of our clients.
Yash From Momentum (25:04)
Got it. So that's a good definition, right? And then once you see that behavior in your revenue or in your customers and the consumption of service, I think then it's a judgment call that you as a founder can make, whether you want to keep on refining the product so that you hit PMF for a couple of other definitions of ideal clients, or you want to like...
focus on GTM and then build a predictable motion to go to dive deep. I think that's a great way to look at it.
Vlad , RedTrack.io (25:34)
I think if you can do both at the same time, you should do both at the same time.
Yash From Momentum (25:37)
for sure, for sure, we would love to do both at the same time. Got it, got it. So, and so what's your question? What's the challenge that you are currently, you know, you're currently fighting with, you're currently trying to solve for at RedTrack
Vlad , RedTrack.io (25:39)
Yep.
Because when you told me about the question, my question would be the same, about product market fit. And since this is kind of a most important questions, my question would be then, how I as a founder can clearly and consistently convey my vision and strategy to the team.
Yash From Momentum (25:58)
Got it.
Vlad , RedTrack.io (26:12)
that my decisions and expectations are clear Especially when in our case, we have a remote team, so we're not in one office. We are across like 10 countries and multiple time zones. So we don't see each other in person often or ever, which makes some communication is, let's say, difficult. However, if I don't consistently explain why we as a company do these other things, then the efforts of the team are not focused.
Yash From Momentum (26:12)
Hmm. Got it.
Yeah. Yeah. Yeah.
Yeah. Yeah.
Yeah. Yeah. Yeah.
Vlad , RedTrack.io (26:41)
So like, Product Market Fit is one challenge, but then focus all the team towards the common goal. So everybody knows what they do is another challenge. So I know what I do, but hey, maybe somebody with bigger experience than mine can say, hey, I would do this and that to ensure that everybody's on the same page.
Yash From Momentum (26:53)
Yeah.
Yeah, this is extremely important, right? Even in terms of small teams as well. So I've seen that the fact that larger teams that are remote might have this challenge, but even smaller teams that are in one place, they also have this challenge because they don't have the habit of communicating. They just assume that the other person will understand and know what I am thinking and they just make decisions and they... Yeah.
Vlad , RedTrack.io (27:18)
or assumptions are very, very dangerous. I would like to assume that it's just many people told me in the past and I'm grateful that whenever you're talking, you say one and then four, and you assume that two and 3 is evident. It's not. Yeah. So I keep remembering that and that's why I'm trying to make myself clear. And it's I'm still thinking one and four.
Yash From Momentum (27:31)
Yeah, but it is not, it is not absolutely.
Yep. Yep. Yeah.
Vlad , RedTrack.io (27:40)
and two of 3 is evident and it's constant reminder and then thinking, okay, how I can make it even more simple and clear and understandable.
Yash From Momentum (27:47)
Yeah, yeah, no, absolutely. Absolutely. And so with that, we come to the end of the conversation, Vlad. For all the people who've been watching or listening to this episode, hope you've enjoyed it. Wherever you are, whether it is whether it is Amazon Music or it is Spotify or it is YouTube, do consider subscribing, do consider leaving a comment if you have any question. And do consider checking out Redtrack .io if you are
running ads on meta and on a lot of other platforms. And you're looking for more accuracy in your reporting. And you're looking to start with automations as well. RedTrack is a platform that you should definitely check out. But thank you, Vlad, for joining in. And for all the people who've been with us, we'll see you again next week. Until then, bye.
Vlad , RedTrack.io (28:28)
Thank you.
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