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Award of Excellence, Campaign - Email Marketing
The Communicator Awards
Big Fig - 2023 Welcome Series Refresh
MuteSix
Award(s):
Campaign-Email Marketing, Excellence 2024
Credits:
MuteSix - Strategy - Jessica Levinson
MuteSix - Copywriting - Vasi Best
MuteSix - Creative Direction - Ezra Schaefer
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Barry Kimbrough AWMA®
A Retail District Manager making $185K/year. Here's her strategy: —> Maxing 401k: $23K/year —> Saving in high-yield savings: $15K/year —> Living below her means —> Very little debt: $15,000 left in student loans Sounds good, right? Rating this Strategy I have to give it a 5/10. Doing the basics but that won’t accelerate her work option goal she set for herself. What happens if: —> She gets sick and can't work? Disability only covers 60% of income —> She dies? Assets stuck in probate, outdated will from 10 years ago —> Company stock drops 30%? 75% of her liquid net worth takes a hit —> She gets promoted? No strategy for the equity compensation increase What an 9/10 strategy looks like: Nothing changes, Same $185K income. Instead. ✅ Maxing 401k: $23K ✅ High-yield savings: $15K ✅ ESPP maxed (15% discount = free $8K/year) ✅ Disability insurance upgraded (covers 70% of actual income) ✅ Company stock diversified (sold 60%, reinvested in balanced strategies) ✅ Estate plan updated (trust, not just will) ✅ Ready for promotion (knows exact strategy when equity comp increases) After 5 years: $600K+ in diversified investments, Protected if she can't work, Estate plan covers $800K+ in assets, and most of all Prepared for next level of compensation. (If she gets promoted or not, she’s in a much better financial position. That compensation increase will only accelerate her to her work option goal much faster) Most retail managers are at a 5/10 and continue to make important decisions alone. They're doing the basics but missing the infrastructure that turns good income into real wealth.
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Soufiane Arhimi
If anyone is interested in developing their skills in Customer Service Operations, a quick thought based on my experience that might be helpful. 💬 Here are some tips for developing this skill: 1. Master the basics of communication. Clear, empathetic, and patient communication is the foundation of great customer service. 2. Understand your customers deeply. Learn their needs, pain points, and expectations — empathy helps you solve problems faster. 3. Be proactive, not reactive. Anticipate issues before they escalate. This shows ownership and builds customer trust. 4. Embrace feedback. Every complaint or suggestion is a chance to improve both your personal approach and your company’s service. 5. Learn the systems and tools. Familiarize yourself with CRM software, ticketing systems, and analytics tools to streamline operations. 6. Collaborate across departments. Great customer service depends on teamwork — work closely with sales, logistics, and tech support to deliver consistent experiences. 7. Keep learning. Attend workshops, take short online courses, and follow thought leaders in customer experience and operations.
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Anna Lee
What this really highlights is how much the role of the artist in-store has evolved. It is no longer just about helping someone choose a product. It is about shaping the experience around that decision. Clients may arrive already knowing what they want, but the way a product is introduced, demonstrated, and contextualized still matters. That is where artistry, presence, education, and trust create real differentiation. Retail continues to prove that the product matters, but the experience surrounding it often determines the strength of the connection.
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Mike Hill- Recruitment Consultant
After six weeks of talking with people in retail media, I keep seeing the same thing happen. A lot of retail media companies aren’t sure what they actually need in a new hire. I don’t mean this as criticism. It’s just something I keep hearing from both candidates and hiring managers. For example, a candidate told me about a job posting that wanted someone to run Amazon Ads and Walmart Connect campaigns, build incrementality tests, design attribution models, manage a team, handle CPG relationships, and present to the board. Basically, they were looking for someone to handle all of these tasks at the same time. When I talk to hiring managers, they’re often frustrated that candidates don’t check every box. The process drags out, weeks become months, the job stays open, and the revenue target for that role keeps slipping. In the end, nobody wins in this situation. If you look closely at what the business actually needs right now, it’s usually just one or two of those skills, not all of them. For example, one company needs someone to steady CPG accounts that are having trouble. They need someone who’s good at building relationships. That’s the right person for them. Another company needs someone to build measurement systems from the ground up because their network is about to launch self-serve. That’s a technical job and needs a totally different skill set. Even with these differences, the job descriptions often look the same. They ask for everything at once but offer a salary that’s somewhere between a senior specialist and a leader. Candidates see these long wish lists and lose interest. They know that when a company asks for everything, it usually means the company hasn’t figured out what the real problem is. So they either skip the role or go through the process and drop out at the end. On the company side, hiring managers see candidates who don’t meet every requirement and think there’s a talent shortage. But really, it’s a lack of clarity. This lack of clarity comes with real costs. Every month a commercial role stays open in retail media, you lose sales opportunities that won’t return. CPG relationships don’t wait while you sort things out; they move on. I’m not recruiting at the moment. I’m still listening and asking questions. But if I were hiring today, I’d take the job description, cut it in half, then cut it again, until only the one thing is left that the business really needs to succeed in the next six months. Hire for that main need and train for the rest. Otherwise, get ready for the role to stay empty while your competitors fill theirs. So, what’s the one thing you’re really hiring for?
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