Tune in, as Ryan Chenault, VP of Marketing for the Columbus Blue Jackets discusses all things fan experience, technology, and the launch of the Fan Zone with James Giglio, CEO, MVP Interactive.
More about Ryan Chenault
Ryan Chenault was named vice president of marketing for the Columbus Blue Jackets in June 2019. In this role, he is responsible for creating and implementing a comprehensive marketing strategy for the hockey club, emphasizing brand development, e-marketing, advertising, promotion, media planning/buying, creative services, market research and integration with social media. He also oversees the Fan Development and Community Programs departments to develop impactful and effective outreach to grow the game of hockey throughout the community.
Prior to joining the Blue Jackets, Chenault served as team president of the Ohio Machine of Major League Lacrosse for three years, a tenure that was highlighted by an MLL championship in 2017. With the Machine, he was responsible for all business and lacrosse operations. He also established and chaired the Ohio Machine Lacrosse Foundation, the nonprofit extension of the organization.
Chenault’s previous experience also includes almost a decade of service at Northwestern University, where he led day-to-day management of the athletic department’s marketing efforts for all 19 varsity programs. Chenault also served on the athletic department’s senior administrative team and was a sports administrator for the women’s lacrosse program.
Prior to his time at Northwestern, Chenault also spent time with the Chicago Wolves of the American Hockey League and the athletic department at Xavier University. He holds a pair of undergraduate degrees from The Ohio State University and a master’s degree from Xavier University.
In addition to his role with the Blue Jackets, Chenault serves on the faculty of the Northwestern University Masters of Sports Administration program and is president of the board of directors for Urban Lacrosse Academy, a local non-profit whose mission it is to bring lacrosse to underserved communities of central Ohio.
He resides in New Albany with his wife, Kristin, and two children, Andrew and Madeline.
PODCAST Transcript – Ryan Chenault, VP of Marketing for the Columbus Blue Jackets
James Giglio: Welcome back to another episode of the MVP Interactive Podcast. Today we have another very special guest Ryan Chenault, who is the Vice President of Marketing with the Columbus Blue Jackets. Over the past 20 years, Ryan has demonstrated an entrepreneurial-minded administrative experience as an accomplished, innovative leader who has executed strategic plans that produce record revenues, enhanced fan engagement, and formed strong brand affinity. And I can attest to all of that working on the latest project together. So, Ryan, thank you so much for joining us.
Ryan Chenault: James, happy to be here. And thanks! Your check is in the mail for that nice intro.
James Giglio: Well, thank you. We can all thank LinkedIn there and there we go. Your past experience actually is pretty intriguing because, over those past 20 years, you really cover a wide-spanning range of academics and marketing and even led into a leadership role with a professional major league lacrosse organization. So if you could just give our listeners a little bit of background as to your career and essentially what led you to the Blue Jackets, that would be fantastic.
Ryan Chenault: Yeah, but as we know in this industry, there is no straight line. There is no defined path. And I think I’m pretty much following that mold if you will. So going into school had college had no idea that the sports business was a thing. It wasn’t a major back then, was not something that was on my radar. I actually thought I was gonna be an engineer and then thought maybe medical school, I wasn’t really sure but ended up graduating with a business degree, and then also a degree in history. But even then, after I graduated, I ended up working for Nationwide Insurance for several years and not really knowing what I wanted to do, but it did kind of occur to me that after a couple of years that I should probably reevaluate and at that time, a book called Moneyball had just come out. And I had read that and I was like, well, you know, that’s interesting, that’s a business. And it kind of, a light was turned on and that really kinda what started my path. And I ended up going back to school, getting a master’s at Xavier University with a focus that was in kind of sports business models, one of the first programs in this region. And ended up doing that.
Ryan Chenault: That really started just going ahead and volunteering and interning wherever I could with the professional teams there in Cincinnati. But in the athletic department, Xavier really kind of gravitated toward that collegiate model. I was always a big college athletics fan and followed that. So that’s really kinda where my heart lived. And I went down that path for a while. But then my wife got recruited to Chicago and we went to Chicago. So after a career was kind of starting there, Xavier ended up going to Chicago, which was great in the sense that there were all those teams there, but those opportunities might not have been where I wanted them to be. And actually, at that point, I turned and went to, started working with minor league hockey, doing ticket sales with the Chicago Wolves. Did that for about a year and learned a lot. One of the things was that I didn’t like making a hundred calls a day.
James Giglio: Takes a special person, right?
Ryan Chenault: It does. I valued my time there and checked that box but wanted to get back to collegiate athletics and kind of made some connections and kind of again volunteered whenever I could. Ended up landing an opportunity at Northwestern where I was there for a little over 10 years. Went in as their assistant director of marketing and left as one of the members of the executive staff there overseeing the marketing of all their programs. I was working primarily with football but all 19 sports programs. Great opportunity, great time. But then again, my wife got recruited back again and this time I was back to Columbus and when we came back to Columbus, I didn’t know what I was going to do. But during that process, I got caught up in a search you mentioned the Major League Lacrosse, professional lacrosse. Wasn’t really, didn’t know that was a thing, to be honest with you, but I had a desire to be an ad lead down that path. And I, so this was an opportunity as I learned about it, to kind of run an organization and, you know, wasn’t necessarily at the Dallas Cowboy N f L level, but it was still something where we were dealing with players and ticketing and revenue and contracts and venue and all those things. Got in there and enjoyed my time immensely as I have an incredible admiration for entrepreneurs and people doing startups because that’s what I was in wasn’t something that I was comfortable in but I had the desire to do it.
Ryan Chenault: But I’m glad I did it. I did that for about three years and learned a hell of a lot. But after that point too as sometimes happens in those what I call tertiary sports out there, the business model didn’t work. The league kind of split up and did some things. So our franchise went away and I found myself looking for an opportunity. And about that time, the Blue Jackets had just posted my current position, and this was in June of 2019 in which I kind of applied and got the job. And I’d love to say it’s been a smooth ceiling ever since. No pandemic, no nothing. But that’s not necessarily the case here. But Eman, as the vice president here overseeing our creative services and our fan engagement team I also now oversee our community relations sticks and hand program. I have overseen our digital efforts in the past but really overall just trying to enhance the brand of the Blue Jackets and broaden the base, make sure we’re getting more fans involved.
James Giglio: Sure, absolutely! And I must say you are doing a fantastic job with that and I can, again, speak firsthand to that. So just going back to the major league lacrosse organization, you had mentioned something really interesting in terms of having your hands across the entire organization and being able to do these things across departments. And I don’t think that there’s anything more entrepreneurial than that, right? As a small business and entrepreneur, you really take on a level of effort that far exceeds an expectation of maybe when you start, right? And just knowing and making sure that whether you had the previous experience or any level of domain expertise goes thrown out the window and you really learn it firsthand. And so how much of that experience do you think really gave you the education and the comfort to explore another major league organization like the Blue Jackets, or what the crossover there was?
Ryan Chenault: Well I think it was a couple fold. The first thing is you don’t know what you don’t know until you get into the middle of it. And that’s so, ignorance is bliss. And when you do get in there sometimes it’s so encompassing. And I felt, again, I have a little bit of scale or a sense of what we were doing. And we were not curing cancer. We were not world peace causing world peace. But I did feel every day that I was the engine and the inertia, and I was the one if I didn’t show up, if I didn’t bring the energy no one else would. And I felt that onus. And I think that was something that is in a place like Northwestern, an institution that’s been around for 150 years, and no one wants to get hit by a bus, but the proverbial bus and the world still goes on.
Ryan Chenault: I don’t know if I felt that way with Major League Cross, and if it wasn’t if I didn’t make it a priority for my team with someone else and this didn’t speak to my team, I had a great team around me. I’m thinking of the front office, not the players. Pers I mean, the players are great too but you really had to set the agenda and you had to be clear because there wasn’t gonna come from someone else. We had great ownership, but they were hands off and we had good support from the league, but again, they were in Boston. So here we were in Central Ohio and we had the freedom to take some risks and if we messed up, it was okay.
Ryan Chenault: But it was also that much more rewarding when we took the risk and we were able to achieve what we were able to achieve. And I think that’s also what made the ending so much more difficult because were we again completely selling out tens of thousands of tickets all season and billions of dollars in revenue. No, we weren’t there, but we were on the right path and we were making gains every single day. I was very proud of the team and what we had accomplished to date. So when it did kind of go away, it was a punch in the gut a little bit. I think that it did take a little bit of time to reevaluate, did I still want to be in sports, and what level of sport and what I wanted?
Ryan Chenault: Truthfully, when I sat down with the Blue Jackets, I was pretty candid on what I wanted and what I didn’t want. I was okay coming into this role not necessarily being quote/unquote the person in charge. And I was okay, maybe taking some words because I’d had that opportunity there. Maybe at some point, I’ll get back to really wanting that. But that was something that I wanted and being part of a larger team that had some of that inertia that was really appealing at the time.
James Giglio: Yeah, that’s really interesting too, because I think that’s level of self-awareness that even on the entrepreneurial level that whether it’s social media have driven or just a trend in our culture right now that entrepreneurialism is the only way to a career. And I don’t think that there’s anything further from the truth to that where it certainly does take a special type of person and a level of endurance to be able to sustain the ups and downs and the responsibilities and you’re exactly right. The buck stops with you and you have to bring it every single day. And so after going through that, you develop a callous or potentially even some level of PTSD. So to be able to kind of go into an opportunity and really identify, hey, I’d lived that life. I’ve taken on those roles and that was tremendously empowering. But as your career progresses and you get into a more stable organization, you can really level out what you really wanna work on and find a new trajectory for you. So I think that’s a high level of self-awareness that people should really…
Ryan Chenault: I know, I think too, and I say this sometimes too, it says what kind of headaches do you wanna deal with? Cause we’re all gonna have headaches no matter where you are. And as long as the headaches don’t become barriers to your success or blinding to what you’re into think. And I think that’s a key piece whether you’re in an individual or at a large organization.
James Giglio: Yeah, absolutely. So here we are, we’re at CBJ in your career here. And I didn’t realize it was just 2019 that you had started there, which is pretty fascinating as well because as an organization, it’s a 20 to 25-year-old organization right? So it’s fairly nascent to the other teams throughout the league. But what stood out within the community to me working firsthand with the organization, spending a good part of the summer in Columbus is the community connection that the team has to the greater Columbus area and all of Ohio really. So talk to us a little bit about the organization. Whether the performance on the ICE has been successful or not, how you have been able to really get a stronghold on the community and not only the community but even the league, right? I understand that CBJ is really a north star to many clubs throughout the league to kind of take a peek in at what you’re doing on fan experience, what you’re doing from a marketing perspective, or maybe even operationally.
Ryan Chenault: Yeah. First of all, you hit it right on the head. It’s a young organization for the league where 2000 and 2001 was the first season, so we’re not quite to our 25 right now. That’s a little bit unique too, because we’re in an organization now where some of my colleagues are people that have been here before we even played our first game. So they have a huge amount of experience of seeing this from nothing to what it is today. I think that’s one of the interesting things. You talk about the tie-on to the community, that’s a huge part of the Blue Jackets. When it came, obviously we’re in Columbus, Ohio State athletics specifically Ohio State football, a national and local power.
Ryan Chenault: Before that time, the crew had been here, there had been some other tertiary sports, if you will, on the professional level but not one at the big four level. When we came and when the team came in, it was a real feather in the gap for the city to have one of the big four Fran or leagues to have a franchise here. And not only that, but it’s what they did when they came here because of where our arena sat. We’re in the middle of what’s considered the arena district, which is arguably one of the premier entertainment areas within the city now. 20 years ago, 25 years ago, this was a wasteland where we are parking lots.
Ryan Chenault: It’s where the old state penitentiary used to be. I mentioned I worked at Nationwide. I started working there. One of the surface lots I parked in is probably around a hundred feet from where I’m sitting right now. So this was nothing compared to what happened. That investment had sparked so much change before the city, to put on a continuous trajectory national map and just gave us another point of pride to promote. And that has gone on over the past 23 seasons for the team. Yes, we have not necessarily had the success on the ice over those 23 years of sustained success that we would want but there is a great level of pride that our fans take into it.
Ryan Chenault: We’re sitting here right now and unfortunately, we’re not gonna make the postseason and in fact, we’re pretty low on the records this year. But we’re on the path to go ahead and we’ll see how we do in these last three games. The pathway is right there to be sold out in the last nine games of this season and where we might be setting a record for overall attendance this year, the second highest in team history and the most since the 2003 season. I think it goes a credit to my colleagues, our fan base, and the work that we do to make us relevant. We want the team to win, but make us relevant and exciting and something to do, even when the product on the ice isn’t where everyone wants it to be.
James Giglio: Yeah, that’s really remarkable. So whatever you’re comfortable sharing or maybe not sharing, but when it comes to other organizations in the league, what are those types of conversations like when potentially you have a large market city that despite their record as well, isn’t selling out as well as you guys are? Is there that communication in terms of sharing?
Ryan Chenault: Yeah, it really is. I mean, here’s how I look at it, there are 32 teams in the N H L I think, I can’t speak for other leagues, but I would hope this is the way that it is. You look at it and we’re speaking of the N H L. You got your Torontos, your Rangers, your Bostons, they’re in traditional major hockey markets that are things Toronto could not do. They haven’t won a cup since 68. They’re still sold out every single game. That place is crazy. It would be massive to have that kind of following but we can look to them and we can share concepts, but we’re not really operating in the same realm in some ways of fan engagement.
Ryan Chenault: It’s different there. We’re in a non-traditional market, so when we start looking at it, we’re talking to folks down in Tampa, Raleigh, Nashville, some of these places that have teams that are still in major cities and maybe even competing against other sports entities. Whether it’s other professional or major college teams, and seeing what they do, we’ll trade back and forth. Some of the things that we might do better, we work a lot, some on how we ticket, and do a lot of multi-game plans. It’s not just full seasons or nothing. We need to go ahead and we have to cater out a little bit if you were in a major market that everyone loves, maybe you’re only selling full seasons or half seasons, but, we can’t be successful for that.
Ryan Chenault: So you kinda have to find those out and you talk to them and say, what are you struggling with? Where are you at? What can you do here? So it’s those like markets that are probably facing similar problems and really developing good relationships with those folks so that we can kind of talk through. So even though we’re all competing for the cup, we can probably break it down a little bit. I think the one thing that we’re going through, and maybe more specifically, is what we’ve targeted, is we’re in a building that’s about 20 years old. It was built purposely for our arena. Our arena is built for the team and it’s in great shape, but it’s also 20 years old. We’re not unlike some of our other colleagues that don’t have newer buildings.
Ryan Chenault: It’s how you kind of look at the fan experience, what the fans want is different now than it was 20 years ago. So we’ll have conversations on how we might be doing that. And that could be everything from concessions to checkout processes to what the fan engagements and what they’re looking for, how they’re looking to be entertained. What kind of seating are you guys changing around to? Is it club seating now? Is it more premium? What kind of lounge access and you trying to find out? What’s kind of resonating in some of these different markets and what you might be able to do in your own building?
James Giglio: Yeah, and that was one of the things that I initially was surprised with on the initial site tour, was being inside a 20-year-old facility that held the test of time pretty well. Uh, but to your point, it’s still 20 years right? But I think the architects, the builders, and the owners did a fantastic job of really future-proofing a particular venue because, from maintenance to even upkeep, it seemed like a 10 to 15-year-old arena without question. So I guess this is an awesome segue to kind of talk about the stadium renovations that you’ve taken on this year. Obviously, this would not be an MVP Interactive podcast without talking about the fan experience at some level of technology. So the team embarked on a unique first kind of experience for Nationwide Arena with the fifth-line fan zone which was obviously a concourse renovation that we had the pleasure of working with you on. Let’s talk maybe back from 2019, Ryan. From an organization standpoint, where did this all start, and where were the efforts or at least the thought process as to creating this unique fan experience or this concourse activation for your organization and your fans?
Ryan Chenault: It was in 2019. I’m going almost into 2020 when we’ve had that conversation. What was kind of challenged us at that time, again, a very good building, but we were getting ready for our 20th anniversary and there was talking in consideration about how we might be able to go ahead and up our game a little bit within the inside the arena to make sure that the experience for our fans was matching what their expectations were. There were a lot of walks through the concourse. We did some surveys, masking our fans and what they wanted in different areas. It came to see that with some of the interactives, the sticks in hands, and the photo opportunities the user generated, we were probably kind of a little bit behind there.
Ryan Chenault: The thought was as internal was, could we go ahead and reimagine the fan game day experience to go ahead and touch on a couple of core items that kind of resonated through that? And where would that live within the building? And because with our building, we’re not building an extension. It’s like Tetris, we get, we’re gonna move something here, we gotta move something around. We started having some conversations and as you know, we were looking at a space that was existing on our concourse that already had some analog, I dunno if that’s the right term or not. Stick in hands of activations that were dated, I would say and we had talked about that.
Ryan Chenault: I think we’d had started some conversations and even gotten some renderings and discussions, but then the pandemic hit right. And everything really got pushed back and it really wasn’t a priority as much, even when we came back at that point, cuz we didn’t know. But there was an opportunity as we came out of Covid as the building itself was looking at everything. With one of the other parts was a change in the need for, well, the number of shows that were starting to come into the buildings obviously we’re core to, for nationwide. The building brings in a lot of concerts as well. There was a space that was identified that had been used at one point when the building first opened, this area wasn’t even attached to the building. It was a restaurant.
Ryan Chenault: And then about 10 years in it became integrated with and it had been Frankenstein together and it had been a point of sale for our, for our concessionaire kind of a pub area. But where it was located was not in an advantageous position for concerts cuz it was kind of behind the house so they couldn’t use it as a point of sale. Whereas where our fan zone, where our old fan zone that we had talked about was someplace that was front and center. So there was a discussion of what if we kind of switched these two around to allow for maybe a bigger footprint or a different footprint for the fan engagement area where this other area could be utilized as a point of sale for concession. I think we brought you in, we started talking about it and that’s kind of where that initial for the space.
Ryan Chenault: But then we started talking about what we would want in there. Something that came through was hockey in this market’s non-traditional market. We want to find ways to break down the barriers. We want to get sticks in kids’ hands. We want to be relevant in using new technology. So the thoughts were how might we be able to bring this in a kind of a user experience that might be a little bit more video game and ask, how can we go ahead and find some opportunities that might be a social media user-generated contact that allows experiences to be promoted and live beyond the game day experience. And then have an opportunity, that could be utilized for additional content creation. And I’m thinking specifically of James of our video game lounge, our gaming lounge. We get into it, but how can we bring those three components into one space? And I think that by partnering with you and through a number of jigsaw puzzles and stuff like that, I think we came up with a pretty good solution.
James Giglio: I would say so. And it’s really remarkable to see the breadth of awareness that it has kind of spanned the country across the league, well actually the continent, right? We were speaking to a couple of other NHL teams and I think once the ribbon cutting or the soft launch happened for the fifth-line fan zone, it really spread throughout the league as hopefully a north star renovation for many clubs because it certainly provided a one of a kind best of class experience for the fans. From a facility standpoint, it’s quite the draw, right? And I think when we talk about the project internally, there’s a sense of pride and awareness that we have in terms of a lot of this technology or a lot of the work that we do.
James Giglio: The challenge for us is there. We’re not a conventional company or a technology that is sort of off the shelf. And so everything has an element of a bespoke nature to it. And sure there may be some elements that we can replicate from past experiences and such. But being able to have the opportunity to really sit with your team and brainstorm and ideate and really imagine what this space would look like and the original rendering to the final door opening. I mean, it was pretty spot on. And that was a fascinating experience for us to you had mentioned, the locker room replicating the player locker room and putting the eSports zone into that area or developing a one-of-a-kind using advanced tech sensor technology with a skill shot challenge and being able to shoot against a goalie or target practice and the goalie game talking about being able to participate as a fan to be a goalie with live pucks coming out of you.
James Giglio: This is equipment that you can’t go to Home Depot and just pull off the shelf, right? One of the things was the fact that we are forever gracious that we were able to work with you and you had the confidence in us to kind of build this stuff. But I think it just goes to show not to sound too much like Walt Disney here, but you start with the imagination, right? And then it kind of goes from there. I think you are organization and the way you guys handled everything and your team and what was special to me too is that everyone had a voice on your side of the project where maybe there was a passion point for one of your colleagues to implement one type of experience and then another one with another experience. Being able to really collaborate on that issue those concepts to you and then iterate on those, it never gets old, right? It’s such a unique experience for us so as challenging as it is to overcome the unknown unknowns when building these types of technologies being able to get there eventually and continuing to refine is really a special component to this as well.
Ryan Chenault: I agree with everything James, and maybe two points of proof for me is after we launched about a couple weeks after we launched a former colleague of ours who had been kind of involved with the project or knew what was the project but hadn’t been back since we had launched, came in and was blown away with the space because I think it’s almost exactly like what it looked like. It looks like it was supposed to. He kind of knew what was coming and then when he saw it, I think he was excited. And that, again, when you’re going through these, you get so close to it and you might worry about little things here and there, but if you can take a step back and see that was great.
Ryan Chenault: The other one too is we had a V I P event in this probably began about a month ago now but where we had our players up there and they were with some of our corporate partners and some of our VIPs and The players themselves now in their 19, 20 maybe up to the late twenties and stuff like that. But they loved it and they were in there and whether it was the shooting cage and trying to see if they could break the records or do a little bit better or just, we have some gamers that were like blown away that the locker room or the gaming lounge looked like the locker room and they were looking at their own stalls and stuff like that. It was neat for them to see it because again, they had no concept of what was going on. They’re, focused on the ice, right? But when they step into an area and they can be kind of wow, um, that always makes us feel good too.
James Giglio: Yeah, absolutely. It’s, funny that you mention that with the players too, because as, grizzled old men as we are, you tend to forget how young these guys are. That’s right in the wheelhouse of the demographic in terms of technology too, right? So that’s a good point. You tend to forget sometimes being in the weeds with the project.
Ryan Chenault: I try not to think about it, actually don’t look at their date of birth, you know.
James Giglio: That’s right. Well, on that note, as we’re approaching our time, Ryan, obviously something we say internally is we’re only as good as our last production. And no matter if that’s in sports or business with wins, losses, and such. This was such a marquee experience for everyone involved, what excites you for the future and what could CBJ fans look forward to maybe even next season?
Ryan Chenault: I think there’s a couple of things to me, we’re in an industry at least that is very cyclical. You go through it, the season starts, the season ends, and you go in the off-season. I talked about it a little bit, and I think if you start to find yourselves confronting the same problems year in and year out and you don’t get excited about attacking those problems, maybe it changes in nature. I still haven’t found that yet with the jackets. So I’m excited about that. It’s been a difficult season for us on the ice and not where we want it to be. But not from a lack of trying. So I’m excited about the next season already. We’re already talking about that, and we’re not that far off from our 25th anniversary.
Ryan Chenault: When you start looking at that, I think these pieces that we put in place, the fan, the fan zone, I think there’s gonna be probably some more engagement that we look for for the fans going into the 25th, whether that’s historical displays or opportunities to go ahead and continue to tell our story. Opportunity again, we talked about there are people that are first-generation season ticket holders that are still how do we tell their stories in maybe unique ways to continue to show how important our fandom is to our team and they’re part of our story. We’re gonna look at those opportunities and we were hit by the injury bug. I’m very con or optimistic about the success next year. And that’s one of the things is if you know where you are when you’re kind of not performing where the sky is when everyone loves a winner, and I sure look, we look better, we seem smarter, we smell better.
Ryan Chenault: That gets you excited to maybe take a couple of time weeks off, but then get ready for the upcoming season. Looking to see how we can continue to be the best in the league from a fan engagement standpoint.
James Giglio: Yeah, absolutely.
Ryan Chenault: An arena or a digital or wherever that might be.
James Giglio: Absolutely! Yeah, that’s very exciting because if you guys are selling out crowds now with the record that you had, unfortunately, this year, and the sky is the limit and you have a great facility, there are amazing touchpoints and as mentioned, the organization really does care about the community and its fan base. I think above anything that we sit on an interesting path as to where we are as a company in terms of how we try to give value to our partners. When you work with different organizations, you see how they treat certain opportunities or not, right? When you create these experiences and you’re fan-focused and you’re fan-forward, it just shows from an ownership perspective that there’s awareness there that it takes a village to succeed so it’s not just about the wins and losses, it’s just the holistic experience of what it means to attend a CBJ game.
Ryan Chenault: Yeah, that truly is and we are an organization as you know from working a little bit with us and we don’t necessarily have a very in-your-face ownership leadership team, but they’re one that’s very engaged and they wanna know what’s going on. They care so much so they love. I mean, in fact, our president was just walking through the fan zone the other night and he had a big smile on his face, and says, it’s looking great, working well. And that’s always the ad boy you want.
James Giglio: Yeah, absolutely. Well, Ryan, I can’t thank you enough for participating and I’m glad that even with all the communication and work that we’ve been involved in since last April, we can still tolerate each other. So I appreciate that. For our readers, where can they find you, or what are you comfortable with sharing in terms of whether you want to talk about the efforts that you’re doing or maybe even some prospects that wanna learn about the project?
Ryan Chenault: You definitely can find me on LinkedIn for Ryan Ryan Chanal not too much on social media, but I will give my email and anyone can reach out to me via email. And that’s email@example.com.
James Giglio: Wonderful! Well, Ryan, again, thank you so much, and everyone, thanks for joining, and until next time, bye-bye.
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