In this episode of the International Web Effectiveness Podcast, Bill Scully and Bill Hunt break down the key questions CEOs should be asking their digital teams to drive business growth. They talk about why digital strategies need to align with overall business goals, how SEO can cut costs and boost efficiency, and why traffic alone doesn’t always translate to revenue.
They also dig into the most important KPIs CEOs should pay attention to, how search influences teamwork across departments, and what leadership can do to create a results-driven digital marketing strategy.
Key Takeaways
- SEO is essential for business growth and should align with overall objectives.
- CEOs must understand key KPIs, user behavior, and churn rates to improve conversions.
- Search marketing should support other marketing efforts, not compete with them.
- A strong search presence can reduce customer support costs and increase efficiency.
- Effective digital strategies require cross-functional collaboration and leadership support.
- Website changes impact search performance, requiring careful planning.
Catch the Full Episode
YouTube: https://youtu.be/W1Fcz1zSoTY?si=lqbL2kSSrRXpjL1Z
Spotify: https://open.spotify.com/episode/17OCGcHnGSYwYslcCHOKQm?si=BHg9xFWvQc6WiAJiW-NVAw
Show Note Links
Bill Hunt’s article ‘Beyond Marketing: The Startup CEO’s Guide to Making SEO Everyone’s KPI’
https://www.back-azimuth.com/beyond-marketing-the-startup-ceos-guide-to-making-seo-everyones-kpi/
Transcript
Bill Scully (00:03)
Welcome to episode 23 of the International Web Effectiveness Podcast, where Bill Hunt and I, Bill Scully, focus on strategies and techniques to improve your web presence and manage global websites.
In our last episode, we discussed consolidating market-specific websites—transitioning from dedicated sites to language-only versions—and the business implications of not doing it correctly. We also shared tips on the right way to approach it.
That episode had great insights and an interesting discussion. You should check it out.
In this episode, we’re diving into the key KPIs and factors startup CEOs must focus on to ensure their organization is thriving. But before that, you shared an interesting article with me about merging content, which ties back to our last podcast.
Why did you think that was worth sharing?
Bill Hunt (01:13)
In the last episode, we talked about merging a top-level domain—getting rid of a standalone German website and folding it into a German-language section.
I found it interesting because someone asked John a question about merging two pieces of content. They had implemented the change, but the old URL was still appearing in search results. John pointed out that merging content is always more complex than a simple site move.
When blending content, you should expect challenges. He emphasized that all you can do is give it time.
The second point he mentioned was about personalized search results. The person asking the question noticed that even after redirecting the old URL, it still appeared in Google when they searched for it directly. John explained that if you specifically search for an old URL, Google might still surface it, even if it’s missing from general search results.
His comments reinforced that merging content can be more challenging than a straightforward site migration.
Bill Scully (02:56)
Yeah, it’s a complex process, especially when consolidating multiple pages into a single URL.
Google needs to process the new URL, handle redirects, and update its system accordingly. Even after implementing 301 redirects, users may still see old URLs in search results for a while. It’s not as simple as just moving content and changing URLs.
Bill Hunt (03:47)
Right. I have an entire section in our site migration guides about blending, merging, and consolidating content. This process is getting more complex due to all the nuances we need to consider.
I recently found a screen capture of a comment from Gary Illyes, where he said, “Every change you make adds an exponential level of complexity for Google to figure out.”
If you change a URL, merge content, or take a page dedicated to a specific topic and turn it into just a bullet point in a broader article, there are implications.
This ties into today’s discussion because one of my key beliefs is that SEO is a team effort. Multiple stakeholders need to understand where search fits into the overall strategy. But I don’t want to steal your thunder, so I’ll let you introduce the episode.
Bill Scully (05:03)
You’re not stealing any thunder here!
You recently wrote an article called Beyond Marketing: The Startup CEO’s Guide to Making SEO Everyone’s KPI. It seemed like you needed to get some things off your chest.
Was that article inspired by our conversation the other day?
Bill Hunt (05:31)
Yeah, it was. It actually served a dual purpose.
First, I was fired up after a couple of conversations with investors and startup CEOs. Second, I used it to complete an assignment for an AI course, where I had to generate an article using AI with moderate edits. Some parts will need tweaking, but it was an interesting exercise.
In both conversations, I was introduced to these startup CEOs through investors. The investors brought them into the call because they wanted them to hear my perspective.
The CEOs were busy, but they both said the same thing: “Organic search traffic is critical to hitting our goals.” They were evaluating different SEO experts and wanted to know what made me different.
One of them got frustrated and said, “What’s your secret sauce?” I responded with three questions:
- How many subscriptions has SEO generated for your business?
- Which search phrases, pages, and topics are driving those conversions?
- Who owns SEO in your organization?
There was silence.
If your company’s success depends on subscriptions and SEO is critical, you should know these answers. But they didn’t.
I included this exchange in my article because it highlights a common issue—companies say SEO is crucial, but they don’t integrate it into their decision-making.
Bill Scully (07:46)
You’re good at making that point.
Bill Hunt (07:51)
They need to understand this.
One of the key things I told them is that SEO should be approached with both macro and micro KPIs. It should be a team sport.
I asked what kind of capabilities they had. One CEO said they had an amazing content team producing a lot of material. The other admitted that their engineering team viewed SEO as a black box, which is why they wanted someone with the “secret sauce.”
I told them the first thing they needed to understand is that there is no secret sauce. SEO isn’t a black box—it’s about making content accessible, ensuring search engines can understand it, and making sure it’s equal to or better than what’s already ranking.
Search engines don’t need a different-colored version of what’s already there—they need something better.
Bill Scully (10:20)
Exactly.
Bill Hunt (10:41)
Right. How is it going to determine if yours is as good as what they already have? That’s where authority signals come in. We’re not going to go into SEO 101, but if you think about those signals and their roles, I’ve always focused on four—now a fifth—variable. Number one is indexing. Who affects indexing?
It’s almost entirely on engineering. Can the site be crawled? Can it be indexed? If you’re launching a heavy React site that requires a massive rendering engine just to extract URLs for crawling, you can expect some problems. The next part of the equation is relevance—what is this content about?
Bill Scully (11:14)
Right. Yeah.
Bill Hunt (11:40)
That’s both a function of engineering, in terms of template creation—how we present the content—and the content team. So it’s a dual responsibility. Then, number three in my hierarchy is authority. Who else considers this content topically relevant and authoritative? Are they themselves authoritative?
Who does this? We could argue it’s content because they create what people want to link to. But it’s also PR, external relations, influencers, evangelists—anyone helping spread the word. It’s a collaborative effort between marketing and content creation. Then, number four, which nobody really talks about, is clickability. Clickability is becoming crucial with AI answers and zero-click results. Companies are now struggling with ranking at number two but getting minimal clicks because users aren’t engaging with the organic listing.
Bill Scully (13:08)
Yeah.
Bill Hunt (13:09)
So, is the content above it better, or is it just because it’s placed above it? And finally, the last factor I’ve recently added is usability. We hear more and more that if a search engine has a choice between two equally authoritative, relevant, and high-quality pages, but one loads painfully slow while the other is lightning fast, which one do you think they’ll show? The fast one, right? So, who impacts speed?
Bill Scully (13:58)
Yeah.
Bill Hunt (14:04)
This brings us to a multi-team responsibility. Engineering controls speed, but content and UX also play a big role. I recently wrote about battles I’ve had with UX teams who insisted on using specific fonts as images. If there’s no text, you won’t rank. It’s a team sport.
Summing it up, my article outlined key KPIs that let teams take ownership from a search perspective. We’ve discussed Core Web Vitals, page speed, and other factors. Everyone should care about these things—how quickly a page loads, how many scripts run, etc. Multiple teams need to be involved.
Bill Scully (15:00)
Mm-hmm. Yeah.
Bill Hunt (15:26)
It’s often the search team pointing out metrics from Lighthouse or other tools, saying, “Hey, we have 47 unnecessary scripts loading before our brand name even appears.” This is where we need engineering to take ownership and improve the score.
Bill Scully (15:43)
Right, right.
Bill Hunt (15:52)
Search teams care about these issues, but we need to ask: Are we considering all factors? Think of it like football. You can have the best quarterback, but if the offensive line doesn’t protect him or the receivers can’t catch the ball, you won’t score. Similarly, if the defense can’t stop the other team, you won’t win.
Bill Scully (16:44)
That makes a lot of sense. I hadn’t heard that before, but it’s like the weakest link—you’re only as strong as your weakest player in the process.
Bill Hunt (16:45)
Exactly. You can have the best offense, but if your linemen don’t protect the quarterback and your receivers can’t catch, you won’t score. And if your defense doesn’t stop the other team, you can’t win. SEO works the same way—it’s a team effort.
One thing I anticipated when posting this on LinkedIn was pushback. I put air quotes around “startup CEOs” because I’ve had people privately tell me, “No CEO looks at this stuff.” But I never said they look at a search dashboard. I never mentioned search specifically.
To clarify, I focused on startup CEOs—especially those relying on organic search traffic to achieve their goals. In a moment, I want to dive into that more. I had a list of KPIs, but I also compiled a longer list of questions I think any CEO—especially startup CEOs—should be asking. But first, let me pause so you can ask any questions.
Bill Scully (18:40)
So, I took a different approach to this episode. I was thinking, you know, a CEO has 30 minutes to meet with the digital team. So, I didn’t limit it to just SEO. I wanted to get my digital team to think like business people.
I came up with some questions, like: What are our top three website KPIs, and how have they trended over the last quarter? From a CEO standpoint, that tells you a lot about your digital team, especially if they have KPIs that make sense. I’m working with one company where KPIs come down from on high, with no thought behind them. This division has done really well compared to the others, yet they’re being held to the same expectations as divisions that have never done any web or SEO work. It’s almost impossible to meet the growth targets they’re expecting from these other teams.
If I had the chance, I would have asked about problems with the site. For example, if you were hit with a helpful content update, one KPI could be the number of pages that you rewrite. How does that compare to the growth rate? Other KPIs could include things like zero-click rate. There are many ways to approach this. You can look at it from a traffic standpoint or from a ranking standpoint.
Another question could be: Which channels are driving the most qualified traffic to our site? And, of course, you need to define what “qualified” means. For example, you could ask about conversion rates—like how many visited a free trial or demo, or what the conversion rate is from free trial to paid. For B2B, you could look at lead-to-opportunity rates, and then define what marketing-qualified leads are.
I’ve got plenty more. Do you have any questions about these?
Bill Hunt (21:30)
No, but I’m going to push back a little. I’ll put on my CEO hat. I think you’re saying the same thing, but honestly, these are just dashboard metrics. What I want to know is: What are we actually doing with these numbers?
Bill Scully (21:33)
Okay.
Bill Hunt (21:59)
One thing I really love is asking, “What channels are working well?” That’s a question the CEO should ask. Also, how have we aligned search with other marketing activities? But going back to the dashboard metrics, let’s drill down. For example, if you’re saying, “We had this many come into the pipeline, and this many did X, and this many did Y…”
Bill Scully (22:02)
Mm-hmm.
Bill Hunt (22:29)
The one question I always ask is, “How do we get more of them?” What’s driving that? That’s a filter question a lot of people forget to ask, especially when they get stuck in the dashboard mindset. Have you isolated that?
I do think you’re right—KPIs often come from above, with no consideration of how to achieve them. I saw today that Google launched a new open-source marketing mix tool.
Bill Scully (23:19)
Huh.
Bill Hunt (23:20)
Having been part of Ogilvy and Young & Rubicam, they often use marketing mix modeling to say, “We’re going to spend 10% of our profit on marketing, and expect this much return.” Or, magically, this is supposed to lead to a 5% or 2% increase in revenue. And then it’s up to the teams to figure out how to achieve that.
This is where the doers need to do a better job of communicating. I think it was in episode 21 where we discussed why digital, and specifically SEO, doesn’t get more quality time with the C-suite. The C-suite really cares about two things: shareholder value—making money and saving money. That’s all about the profit and loss statement.
And that’s an interesting point: Are we doing things that can show we save money? That’s one area we’ve focused on in search. I remember in a couple of places, we did “code jams”—not really a hackathon, but focused on optimizing scripts to make things load faster.
Bill Scully (27:32)
You know…
Bill Hunt (27:37)
I remember pushing a case from ESPN. By optimizing their scripts, removing unnecessary code, and making things more efficient, they saved about a million dollars a month in server costs.
One question I always ask customer success is, “How can better search presence reduce our support costs?”
Bill Scully (27:46)
You…
Bill Hunt (28:06)
There’s no direct revenue from that, but think about the surprise for customers who go into our site search or search Google for a cryptic error code. The amount of confusion that would be cleared up if they could find an answer easily on our site.
Bill Scully (28:29)
Yeah, well, there are all kinds of metrics you can track: monthly recurring revenue, churn rate, customer lifetime value, and how long the average customer stays. You can also look at how to increase that, and there are many things you can do digitally to help improve those numbers.
Bill Hunt (28:39):
Exactly. Why are they churning?
And I think, again, going back to digital, I remember one client where I was prepping for a Latin America roadshow. The Latin America digital manager did everything possible to prevent my trip, even though he wasn’t paying for it. He didn’t believe in search.
He believed in digital, but he liked the “sexy” side of digital—the cool, flashy stuff. It was really interesting. I remember in a meeting at HQ, I asked him in front of all the other digital marketing managers and the global head of digital, “Why are you blocking me? Why are you hating on search?”
Bill Scully (29:30):
Yeah.
Bill Hunt (29:51):
And he said, “Because we believe other things are more effective.” He said, “Until you can show me how search can benefit—and more importantly, amplify my other marketing efforts, I’ll give you a shot.” That was an epiphany for me on how to communicate with people. I thought, “My God, I’m going to buy you the first drink tonight.”
The next day, we met again, and I said, “Hey, if I can have 15 minutes, I’ve got a quick presentation on how search ties into every type of marketing we’ve done.” He was the first person to clap. What he told me was, “I can’t sell search as just another thing to do,” because that’s how they were viewing it.
We have to change things on the website—code, content, everything. Many of their team had been through cycles where, the next quarter, they were undoing changes made by the previous consultant. By tying search to every other digital effort, it made sense. For example, when they were running a TV commercial, we thought, “If someone sees it and forgets about the product, how might they search for it?”
Bill Scully (32:04):
Yeah. You spend all this money, time, and energy on a commercial, and it runs for a month, but then there’s no life. But there is life because you made an impression, and people may want to go back and search for it.
Bill Hunt (32:32):
Yeah, they want to see the ad, especially around the Super Bowl. People search for who did the music, too. This client used some unique musicians, and people would search, “Who did that?” It was incredible. I remember thinking, “Wow, we really need to think about this.”
Then we got into a legal discussion. “Okay, we have rights and need to list them…” All the typical reasons people don’t have creative ideas, because it created more work. But the point was, by connecting it to search, we made it part of the overall strategy.
Another example: They came out with a KPI for ECRM, wanting to add 25 million people to their database by the end of the year. Search wasn’t part of it. So, I hijacked that KPI to get search elevated in their thinking.
Bill Hunt (33:40):
A question every C-level executive, especially in startups, should ask is, “What’s driving signups?” What page were they on when they signed up? What triggered it? For tech B2B clients, we used to capture the page when people clicked to call. When they got on the line, the operator would ask how they found us. We’d record the search query they used, which was invaluable. It allowed us to map queries to the user’s problem statement, a gold mine of data.
This question really helped us get senior marketing people to understand: “What page or query did they use before entering the queue?” It’s like the classic marketing question: “How did you find us?” But it goes deeper—“What queries did you use?”
Bill Scully (35:30):
Right.
Bill Hunt (36:00):
This is why SEO is a team sport. The CEO’s role is to empower and enforce a team-oriented approach. I made sure to ask questions that would force cross-pollination. For example, asking engineering, “What’s blocking us from a perfect Core Web Vitals score?” If the CEO understands what Core Web Vitals are, that’s impressive. But the real question is, “What’s preventing us from making the website faster? Why are we still underperforming in search?” Asking this shows an understanding of the barriers and promotes collaboration.
Bill Scully (37:44):
Yeah, I saw a stat recently: 95% of prospects do their own research before talking to a human sales rep. That was from HubSpot in 2024. You can’t deny that the web influences everything a business does.
Bill Hunt (38:20):
Exactly. If you have a slow website, you’re already behind. Are you even looking at speed from an engineering perspective? I remember many years ago, when we were hired to localize a website into Japanese for a major company, we met with a team who was so proud of this image they created. They showed me a metaphor of a person touching a pool of water that ripples. It was a great visual, but the issue was the image had to be viewed on a T1 line. No one had that kind of speed back then, especially not in Japan.
Bill Scully (39:52):
And everyone uses their phones now, right?
Bill Hunt (39:56):
Well, this was 30 years ago, before smartphones. The point was, they were creating something for the web, but it could only be experienced by a very small percentage of people with the right technology. It’s a perfect example of how some companies prioritize cool over functional, even when it means limiting the user experience.
Bill Scully (39:58):
Okay. That’s like a story. I was a product manager in a municipal engineering company for a very technical product. The marketing person came up to me and said, “Look at this really cool brochure we just created,” and never once spoke to me. It didn’t touch any of the points that another engineer would use to make a decision.
Bill Hunt (40:47):
I mean, these are the kinds of questions you’ve got to ask. Again, it’s a team sport. I want to circle back to something I had for sales—what landing pages produce the most trials and subscriptions? That’s exactly what you called out, right? So what’s working today? Then, let’s ask the extended question that I like to ask: Have we expanded them?
Bill Scully (40:47):
Team sport. Lift.
Bill Hunt (41:15):
Have we adapted them? Have we created more of them? And then the big one that I rant about with search people who are all gung-ho about topics and topic clusters—but nobody really looks at the customer journey or all the exposure across a topic cluster. It’s simply asking the question we represented across the customer journey. When I was doing search, and when we had Data Prism and definitely at Global Strategies, we did this analysis for people. We’d look at sometimes tens of millions of keyword phrases, all segmented across the buyer’s journey. We never found anyone with even an 80% complete representation across that. For example, I remember one case for an electronics company where you put in something like “flat screen TV” or “smart TV” from the first query, and they were there often because that’s a head term the search team chased. Then, a model would show up, obviously. But little in the middle—going back to your engineering point—was a lot of the feature functions.
Bill Scully (42:40):
What’s the weight? Can you hang it on a wall?
Bill Hunt (42:42):
Exactly. I remember Samsung sent me to Korea for a couple of weeks, and they built this amazing web screen where you could input your specifications. Remember back in the old days when everyone had entertainment centers? I think that’s the technical term, right?
Bill Scully (43:02):
Mm-hmm. Yeah, yeah, yeah. The tube towers with the bar across the top. Yeah.
Bill Hunt (43:09):
Right. And the size of your TV was limited by the space in your entertainment center. Interestingly enough, TVs are sold diagonally because it’s bigger diagonally than horizontally or vertically. It’s 85 inches diagonally.
Bill Scully (43:15):
Great. Yes. That’s a marketing person’s clever idea.
Bill Hunt (43:32):
You know, and then the question becomes, how does that work? The entertainment center is still diagonal, but it was restricted. People were thinking in horizontal and vertical terms. So, we had to convert that for just that one feature they were putting on the configurator for TVs. We had to go to engineering, have them convert the horizontal, or we had to pull it from a database to map it to the size dimensions for these pull-downs. It was interesting, there was such a disconnect.
So, again, to bring it back to the article: We need a set of KPIs that multiple people can understand and benefit from, driving things that affect digital. Let’s keep it broad, but also specifically search. Senior leaders should be asking questions like, “What’s dumping people into our lead queue?” What percentage of people are in there? And then I’m the opposite—of the 80% abandoning, do we know why they’re abandoning? Can we figure that out and improve it? What content is driving engagement? What content is not driving engagement? If we post something on socials—
We saw this with a drink site. If we posted a drink recipe mid-week, by the end of the week we’d almost always see an increase in queries for drinks in that color or with that ingredient. People wouldn’t remember the name, and they might not want to scroll through our 10,000-post feed. But we’d find a correlation between our posts and search queries for those drinks. Tying those two together was very powerful.
And I summed up the article by saying companies win by not just having a great SEO agency or digital team, but a great team where the entire organization thinks about its contribution to performance. We need senior leadership that enforces collaboration and enables it by making sure the right resources are allocated. I’ve seen lately where product-centric functionality is trumping resources for search, and in the feature set of some products, there’s no content creation. Someone told me recently, “We’re launching this new product, but they cut the search team, so we don’t have anyone to create content.”
Bill Scully (47:24):
And then…
Bill Hunt (48:06):
Exactly. You have to do so much work to create a brand impression that people search for. They’ve got to know, like, and trust you. You have to get in front of them a hundred times. All that lost opportunity before they even know the brand.
Bill Scully (48:06):
Exactly.
Bill Hunt (48:06):
So let me flip it back to you.
Bill Scully (48:06)
Yeah, that’s just crazy. It’s like, is the goal to launch a product or is the goal to sell the product?
Bill Hunt (48:15)
It depends on whose goal it is, right? For some people, it’s to launch it and then they’re done. Marketing and sales, it’s their job to sell and promote it. And then engineering— we’re done. We’ve delivered the product, we’ve delivered the web pages, and it’s somebody else’s job. That’s an interesting thing when you start to make it a team sport.
I’ll give you an example. At a company where we were launching something new, we wanted to leverage press releases to get links. It was a big company, and the product was new enough where people wouldn’t immediately think of them for this particular vertical. It was sort of an adjacent product set—they were going into a verticalization play.
So we went to PR and said, “When you launch this, we want you to link to the product. We want you to link to the page where we talk about its function.” They said, “Nope, we don’t put links in the release. We put one link at the bottom to the brand, and that’s etched in stone.”
We responded, “That’s sort of how we used to do things. Can you please try it this way?” But they refused. Their standards were that one link in the footer, to the brand.
We suggested, “What if, when people pick up your press release and post it on their website, they copy and paste it with the links already in it? Wouldn’t that be awesome?”
There was one person who was a little rogue. She said, “Okay, I’ll try it.” She was looking for another job anyway. So we worked with her to ensure the results weren’t in vain. We asked for all the pickups—the places where the press release had been used.
Bill Scully (50:26)
You know, now they don’t bring in binders full of printouts.
Bill Hunt (50:45)
Exactly. Now it’s a binder with printed web pages, and the pages are highlighted to show which links they got for us.
So, we took that list of pickups and analyzed the traffic referral. We created a report showing all the traffic that came from the places where the PR agency got pickups. Because they used the press release, they included the links, and we could track the results.
Bill Scully (50:46)
Thank you.
Bill Hunt (51:12)
We gave them 100% of that traffic. She came back with a report and said, “Look, you violated this, we need to discuss it.” But we showed her the traffic we drove. And then we got the senior leader to thank them for the traffic they drove. We just cared about the links.
Within five days of launching the product, we were ranked number two or number three. Because we had a well-done page, it was indexed, and the backlinks came from all these reputable, topically relevant places we would have never gotten if they’d followed their usual rules. We could show the results.
This is another thing: their KPI was pickups and references, or column space.
Bill Scully (52:13)
Yeah, exactly.
Bill Hunt (52:28)
We gave them another stat to show they did well. We could show how many downloads and trials they drove. Now, they were part of KPIs they’d never had before. They got a pat on the back, and it changed their model. They could now tie this to revenue, which they’d never been able to do before.
It all came from having this “kumbaya” environment, where we said, “You’re going to do this, and we’ll show you how you contributed to revenue or sign-ups.” Because senior leaders anointed it, we were able to do well. The takeaway is that leadership needs to ask better, different questions.
They need to pull you, kicking and screaming, into strategic and revenue-focused reporting. The various digital teams need to think about their reporting in a more strategic, revenue-focused way. And we need to rope in others who contribute to the output—give credit where it’s due.
Bill Scully (54:02)
Yeah, cool.
I think that’s a great place to wrap it up. By establishing KPIs for various teams, companies—especially startups—can align their goals.
We should really be looking for cross-functional collaboration between teams to effectively implement SEO strategies. For example, optimizing keywords for a specific launch. We didn’t talk about this, but I think one thing most people fail to leverage is events.
Back in the day, the biggest marketing budget line item was trade shows. But there’s so much you can do online to promote it in advance and follow up afterwards. If you’re working with the email team, you could create really great landing pages for them and even create processes like instant digital responses with URLs back to your site.
It should really be a company-wide SEO integration, not confined to just the marketing team.
Bill Hunt (55:38)
Totally agree. It’s a team sport.
Bill Scully (55:40)
Team sport—maybe that’s what we’ll call this episode: “SEO is a Team Sport.”
All right, anything else?
Bill Hunt (55:53)
No, I think that’s it. Let us know your thoughts in the Facebook group. Tell us topics you want us to cover or things you’d like me to rant about. We really think there’s a lot to discuss on this team sport angle. It ties back to web effectiveness—making your website and digital presence far more effective.
Check out some of our courses at International Web Mastery. But definitely, please—like us, recommend us, and give us feedback. It helps us know we’re connecting with people. If you didn’t like something, let us know. If you liked it, let us know and tell us what you want us to talk about.
Bill Scully (56:49)
Yeah, your feedback helps motivate us to keep making these and plan future episodes. Follow us by going to International Web Mastery on LinkedIn, Facebook, and X. Let us know. Thanks, good to see you, Bill.
Bill Hunt (57:08)
See you, have a good one.