Chase Clymer
What does the first ninety days look like at a good agency? And maybe also, what does it look like at a bad agency?
Matt Raminick
The smoother the onboarding has gone, and it really felt dialed in, generally that turned out to be a great relationship over a long period of time. And then obviously on the opposite side, if things kind of feel hectic and you're coming in and it's a bit disheveled, then that might be a red flag right away.
Chase Clymer
Honest Ecommerce is a weekly podcast where we interview direct-to-consumer brand founders and leaders to find out what it takes to start, grow, and scale an online business today. Honest Ecommerce is proudly produced by Electric Eye, a Shopify Plus partner helping ecommerce brands sell more with strategic design and development. Visit electriceye.io for more information.
Hey everybody, welcome back to another episode of Honest Ecommerce. Today I'm welcoming to the show Matt Raminick. He is joining us from Sunnyside. Matt, welcome to the show. I'm excited to chat — we've been partners now for going on maybe six months or so, and we thought about what would be a good reason to chat on the show and how we could give value to folks. But before we get into that, quickly, give me the crash course in your backstory. How did you end up running an agency?
Matt Raminick
Yeah, sure. So thanks again for having me, stoked to chat with you guys today. I spent about two decades on the brand side in Ecommerce, in marketing, in action sports and retail and the music industry. I had senior roles in Ecommerce and marketing. I was working in music for a while, and then I found my way into action sports and outdoors. I was at Quiksilver for a long time, and Volcom, and PacSun. I managed teams there at each of those and was responsible for hiring and firing a lot of agencies over that time.
So what I kept running into was this consistent gap, I think. We noticed that a lot of the agencies we worked with were kind of optimizing for metrics that look great on paper but weren't really focused on the actual business outcomes in many cases. And that was something that really stuck with me over time. Some got it more right than others.
So when I left the corporate world, I didn't look for another brand to go work at — I just built an agency instead, without a playbook and without ever having worked at one. But I had a solid idea of what I wanted to do and some of the problems I wanted to solve for. I had all those years of experience knowing what worked and what didn't, and I just set out to build something different.
Chase Clymer
Absolutely. And again, that agency is Sunnyside — they've got a great website over at SunnysideCalifornia.com. We had a big laugh about that at the beginning of the show, but we had to redo things, and anyone that knows me can figure out why.
Let's dive in a bit here. What you wanted to bring to the table today, which I thought was super interesting, was basically what every young brand — or every brand going through a change — really wants to know how to do the right way, especially the first time: how to buy growth without dealing with people selling you stuff they actually can't do, without getting got, you know what I mean? Basically, how do you actually find an agency partner — be it an agency, a freelancer, a contractor, whatever you want to call it? We're just going to talk about what you should be looking for.
And by "we," I mean Matt is going to help us identify what you should be looking for, what you should be hesitant of, when you're looking to hire someone to help you grow sales, essentially. So when we say growth, I think we're talking about increasing sales — selling more of the product, getting more qualified buyers to the website, getting new buyers to the website, getting repeat buyers to the website. Matt, is all of that what you're here to handle and talk about?
Matt Raminick
Yeah, exactly. So it's just more about how do you find the best partner for the brand, right? And it's like a marriage — you're going into this thing and you hope it lasts for a number of years, and it costs a lot of money. I've seen it go wrong and I've seen it go right. That's one of the things I love talking about, because especially if it's a younger brand or founder who hasn't had tons of experience procuring agencies and trying to find the right partner, it can be daunting, right? The process can be a bit overwhelming. So yeah, I'm happy to help however I can with that.
Chase Clymer
Absolutely. I think the easiest place to start — you can start and then I'll probably have some extras — is, if you're talking to a partner and they say these things or make these actions, what are the major red flags you should be spotting at the beginning of a relationship, where you should say, "Thank you so much for your time, but we're going to go in a different direction"?
Matt Raminick
That's a good question. Yeah, I think it starts with the pitch process. I always subscribe to the idea that the sale is a sample of the engagement — Blair said that in his book, and that really stuck with me. So as you're going through it, getting to know these people and talking about your desired outcomes and what you're really trying to achieve, that whole process should be a sampling of what it's going to be like to work together.
So when you're getting pitched and you're seeing all these great numbers and case studies, that's great, but it's more about really talking about and going deep on what it is you're trying to achieve. What is it, in a few years' time, that you really want to look back and go, "Yeah, we did it, we high-five over it, let's celebrate"? And then the agency partner — or the freelancer, or whoever it is — should come with some tangible ideas of exactly how they're going to do that.
Chase Clymer
Absolutely. I think being on the same page about what success looks like starts before any money exchanges hands. We're big boys, we're talking business, and this all revolves around money. If you can't have a conversation around money and margins and what you actually want your goal to be, maybe you aren't ready to hire someone to help you with this. Because they need — we need — to know exactly how much money you're making and exactly how much money you want to make, to draw the bridge between those two metrics and then step it all back.
I know you guys get super deep into this — not to spoil it, but he's got a really cool system called Profit 360, if I can remember it without looking at my page. But long story short: when you're talking with people who are going to help you make more money, if they're not asking you how much money you're making now, what your margins are, what your conversion is — if you're asking someone to help you with an ecommerce store, which is the world that me and Matt both play in — and they're not asking for access to your backend to look at your analytics, that's a major red flag, right?
If they're not asking you, "Matt, you really like what we're selling over here at Electric Eye — in one year, what does success look like to you, and what made this the best choice, working with us?" What are some of those tangible or non-tangible things? Some of them are like, "Our conversion rate's gone up by 20%," or, "You've helped me delegate the CRO roadmap completely off my plate so I can focus on new product development, because I've been so in the weeds doing this — I need to build our next winning product."
So if they're not asking you stuff like that, and they're just saying, "Yeah, we're going to charge twenty percent of ad spend, we'll get started tomorrow" — yeah.
Matt Raminick
Yeah, that last point is so crucial. One of the things that myself and the team talk about a lot is: when we move into a new engagement with a brand and figure out who our key stakeholder is, who the folks are that we're going to be working with day to day, it's our personal goal to get that person promoted. How can we really sink into what this person's goals are as an individual, and then help them achieve that, in addition to some of the business objectives?
When we can meaningfully take stuff off someone's plate and help them get back more time to focus on the things they need to do in order to be effective in their role, that's a huge win. I think you're not going to find that everywhere — you will in some places, but it really comes down to the individual. As an agency, we've talked a lot about that and found it has really helped us generate a lot more retention from a particular client. As a result, our typical lifespan of a client engagement is three to five years at least, and some are longer than that. A lot of it has to do with that personalized, almost hospitality approach to how we're working with somebody.
Chase Clymer
Do you know what's going on with Klaviyo? When is the last time you explored what it can do? Klaviyo has been shipping tons of new AI, data, and automation features designed to help ecommerce teams move faster, personalize better, and automate more of the work that used to take entire teams. Most brands are only using a fraction of what is already inside their Klaviyo account.
Klaviyo is not just email and SMS anymore — it is your customer data platform, your lifecycle marketing engine, your analytics layer, and now your AI-assisted execution layer, all in one place. That means your customer data updates in real time, your segments stay current automatically, and your flows and campaigns all run off the same source of truth. And now AI can help predict churn risk, forecast spend, recommend next-best products, generate campaign content, and optimize send timing across channels.
The big unlock is speed and efficiency. There are fewer tools to manage, less dependency on engineering, less time moving data between systems, and a lower total cost of ownership across your marketing stack. Brands are seeing real results from leaning further into Klaviyo. Dollar Shave Club has reported over 30% reduction in total CRM stack costs after consolidating onto Klaviyo. Brands like ThirdLove have seen a 15x ROI from SMS after consolidating channels. And companies like Corkcicle have grown flow revenue over 90% after bringing email and SMS together inside Klaviyo. Across our customer base, almost every single brand we work with today is using Klaviyo — that is just where serious ecommerce customer data and lifecycle infrastructure is living these days.
If you're already on Klaviyo but you feel like you're not getting everything you can out of it, or you're just running multiple tools and want to simplify without losing power, I think this is worth your time. Head on over to klaviyo.com/honest to learn more. That's K-L-A-V-I-Y-O.com/honest, to learn more about what Klaviyo can do for you today.
Another thing you mentioned earlier that I want to bring up: in this process, when you're evaluating folks, you're looking at case studies. This is something I really harp on people about, because we talk to brands that just got funding, or had a great Q4 and are looking to reinvest, and they're always swapping teams and this, that, and the other. When they're looking to buy growth, one of my major things is: they need to meet you where you are, and they need to have a case study that proves they've done exactly what you want before.
What I mean by that is, if you're a direct-to-consumer brand selling apparel, and you're talking to an agency you think is great, but all of their case studies are about lead gen — there's a massive disconnect between the outcomes of those engagements. So one, make sure they can show you a case study of basically a competitor they helped find success with. You have to be able to draw more overlap between the case study and your current business and your current problems than less.
And I think one of the hardest things to do — Matt, I'd love your opinion on this — is to build traction for a brand that doesn't have it. For a net-new startup direct-to-consumer brand, a lot of marketing and advertising agencies will take anyone's money, but the really hard thing is to get traction from nothing. So in that scenario, it's even more crucial that you say, "Show me a case study where you took a brand with zero audience, zero exposure, zero celebrity influence — what did it look like to build them traction?" And what did traction look like — did you get to ten thousand a month, a million a year? What did that look like, and what was the timeline behind it, and what was the investment involved?
Matt Raminick
Yeah. So on the case study thing, it should be really tailored towards what it is they're trying to sell you. Just like you said, if they come in with some sort of generic, boilerplate case studies, that's a red flag right away. They should have taken the time to put in some effort to create something or show work that was super relevant to what you're doing.
I think agencies that do it right are the ones that focus on a niche within whatever it is you're doing. If you're a CPG brand, cool, you should find a CPG agency. If you're an apparel brand, find one that has tons of apparel clients. And the other thing with case studies is they should really show some tangible outcomes and how they contributed to overall business growth. If they're not showing how they're optimizing for your scorecard and your goals as far as scaling the business — whether that's zero to a million, or five to ten million — that's worth digging into. A lot of times you see stuff like, "Yeah, we got this great ROAS," or, "We got all these impressions" — and that stuff's great, but that's really just them patting themselves on the back a bit.
So that's one thing to look for: did they do the work to create some kind of proof, or a case study, that is applicable to your business? And then your next question, about going from zero and trying to get it off the ground — that's hard to do. We just brought on a brand doing this exact same thing. It's a bit unfair for them because they have a major celebrity behind it, and that's obviously going to help a lot. But especially in the beginning, you've got to focus on the things that make you special. What is it about the brand that's going to differentiate? Who are you? Who are you for? Why is your product special? What is it that's going to make you famous?
Really nail all that down — who's your target customer, all that stuff — and then start building a brand. The first thing you should be doing is really focusing on building a brand, and then thinking about how you can amplify that in the right ways. As you scale, you're going to find that some channels work better than others, some creatives work better than others, and that's where you really should start to lean in a little bit more.
At some point, eventually — I actually liked what Jacques from Raindrop said on one of your episodes. He was saying there's this idea that brands that go too long on one channel that works become beholden to that channel, and if Meta goes down one day, the business tanks. So at some stage, you're going to have to start thinking about diversity, and where you want to invest your next dollar in order to start reaching new customers. It's a good problem to have, I think, but as you're scaling, really try to keep a pulse on some of those signals you're seeing, where some of these new customers are coming from, and carve out a tiny part of the budget to place some strategic bets — maybe YouTube will work for us, or maybe we should talk to some creators on TikTok, etc.
So, long-winded answer, but: start with brand, really double down on creative, and have great product.
Chase Clymer
What is the next big idea that could change your business? A pricing change? A new bundling strategy? Adding subscriptions? Tweaking your shipping offer? Most brands make these decisions based on gut feel. They roll out the change, hope for the best, and have no real idea if it helped or hurt their business.
Intelligems fixes that. It is an AI-powered testing platform that brings CRO-level clarity to the decisions that actually move the needle — not just button colors and headlines, but the big stuff: pricing, offers, shipping, new apps, even major site changes. Brands like Ridge, Jones Road, and True Classic are using Intelligems to test their most important decisions and see exactly how each one impacts profit before they commit. Momofuku used it to test promotional offers ahead of Black Friday and found the version that increased profit by about 28%. Mott & Bow ran structured pricing tests that drove roughly 30% more incremental profit. We use it at Electric Eye with almost every client we work with.
And now Intelligems has a free AI-powered audit that gives you three specific ideas you can test on your store today — no commitment, no credit card, just three opportunities worth exploring. Head to intelligems.io/audit and get your free audit in just a few minutes. That's intelligems.io/audit.
Now — so the original name for this episode, which may or may not stay, but I want to mention it now to lead into the next question, was "How to Buy Growth Without Getting Burned." We're putting ourselves in the shoes of, in quotes, "the buyer" from the brand side. I think we need to take a step back from the search phase to — I hate RFPs, but we're going to use them in a generic sense here — the thing we need help with. It's not necessarily an RFP, but we'll use that term. Just to step to the side here: don't send out RFPs, they're stupid. Have conversations with smart people and do their process the way that they want to do it. But in a general sense, an RFP is just, "Hey, we need help with this thing, can you help us out with this thing?"
Before we get there, I think mistakes are made before it even gets written on paper about what the brief, or the engagement, looks like. So what are some of those mistakes brands are making?
Matt Raminick
Yeah, good one. I think generally, when it comes to RFPs especially, they're just not an effective way to hire an agency. The mistake is not having the conversation first, and then talking realistically about where the business is at and where you're trying to go.
Chase Clymer
I'm seeing this on my side, man — we're getting Claudes talking to Claudes, and there's no real strategy, or learning, or outcomes being discussed. It's just marketing hogwash.
Matt Raminick
Yeah, it's a bit concerning, because everyone's trying to over-optimize when it comes to this. I think having a messy conversation, or just a realistic conversation, is going to be more telling than a response to an RFP that's just generated by AI with a couple tweaks to it. For us, and I think smart agencies generally, we just don't respond to them unless we have a contact internally who personally referred us, and we already have a relationship with them — then maybe we will.
But we're more interested in having an honest conversation and trying to help illustrate what that bridge to success looks like — using that as the sample of what it's like to work with us, and bringing all the people into the room who would actually be working on the account, not a bunch of senior people who talk a big game and have all these great ideas but then you never see them once you sign with the agency.
Chase Clymer
You have prepped all year, and all that hard work is paying off. Your store is converting, the ads are working, and this is shaping up to be your best holiday season. But your 3PL can't keep up. Orders are backing up, customers are asking where their stuff is, the reviews are starting to turn. All that hard work, all that momentum, undone by a fulfillment partner that can't scale with you. This is a nightmare scenario, and it happens to brands every holiday season.
Enter eFulfillment Service. eFulfillment Service is the 3PL that scales with you. They are family owned, they've been in business for over 25 years, and they're built specifically for growing direct-to-consumer brands. There are no setup fees, no minimums, and no long-term contracts — you only pay for what you use. If you're scared your 3PL can't keep up this holiday season, now is the time to reach out to eFulfillment Service. Go to efulfillmentservice.com/honest and get up to eight weeks of account fees completely waived. That's E-F-U-L-F-I-L-L-M-E-N-T-S-E-R-V-I-C-E.com/honest. eFulfillmentService.com/honest.
Yeah, we actually charge to respond to RFPs, and that usually changes the conversation a lot. But what I've been doing a lot lately is going, "This is clearly written by AI — would you like to have us help you rewrite this and get you the result you want? And then we'll give you a bid, and then you can go bid that thing out too." That's been my approach. No one has bit on it yet, but it's the nicest I can be in this scenario.
Matt Raminick
Yeah, I was going to ask if that's worked so far, 'cause I'll steal that idea — but it's a good way to respond.
Chase Clymer
We get paid — you know, just to be honest on the radio here — getting paid to get senior leadership on the next call is not uncommon, and we do charge for what we call our Shopify Diagnostic. We have friends out there that call it a workshop — it's basically just a strategy session at the end of the day. You're going to get such a better ROI from those micro-commitments than you are from being pig-headed and saying, "I'm not spending money with anyone, everyone else is doing this for free." But you've got to really think about it — the free information you're getting is not good.
Matt Raminick
Yeah, it's output from AI mostly, right? It's a lot of shortcuts, and I think that's a smart way to take the approach.
Chase Clymer
For sure. I do think, though, it is worth talking to Claude when you're in the RFP phase as a brand — but not to build an RFP. It's more like, "These are the shortcomings, these are the gaps that we have, these are the strengths of our team, these are the weaknesses of our team." Have them really build out, "All right, this is what you need to hire for." It's actually — you don't need a Meta agency, you actually need an agency that can also source you influencers, and then those influencers are going to give you creative. You guys have all of these gaps, so if you just hire a Meta agency, you're going to have the same problem you had six months ago, which is you didn't have enough creative to build that flywheel. And then they can't do their job — you're not seeing the ROI because they're bottlenecked by your creative output.
Being honest with yourself about what it is your brand can bring to the table to make the partnership better — I don't think a lot of people have enough honest conversations with themselves about that. So just talk to AI about it.
Matt Raminick
So true, dude. I think, yeah, we use it a lot — our agency runs on AI now. But you can't outsource your thinking too much, because then everything just starts sounding the same, everyone starts talking the same. It's interesting — I post on LinkedIn a lot, and I've made a point of it, which is kind of sad, but you almost have to write in a way now that's a little more messy and unconventional in order to not get called out for using AI. And I'm guilty — I used to use it all the time to help ideate and come up with concepts for content and stuff like that. But I've since moved away from that, and I think as an agency we moved away from it too, because everybody can sort of sniff it out. I think it's almost become a point of differentiation to show your human thinking, and leverage AI more for the operational stuff that's maybe taking time away from being able to do that.
Chase Clymer
Absolutely. And Matt, I knew this was going to happen — we're going to have too much fun on this. So now I'm going to narrow in and focus. We've got three questions left. Let's see how quickly we can actually get through them.
Which — I don't really care, we can have a lot of fun with this. All right, we talked a lot about the red flags and what not to do, but — say I've talked to quite a few folks, there are three agencies that I really like. What are some good signs? What are some of those differentiators, those opposite-of-red-flags, the green flags we should be looking for to help in that decision-making process — like, "This is what you want to see"?
Matt Raminick
Yeah, that's a good one. I think, just like you said, they should be asking for access to accounts. They should want to get their hands dirty looking at historical data before really touching anything, and asking about your business objectives, what's going on with the brand, what else you have going on. I think a good plan comes grounded in your numbers, not a templated playbook. And then, getting in touch with the right point of contact — we always want to talk to the CFO, we want to know what's in their head as far as what their objectives are and what the numbers look like.
A red flag, though, is when they don't do that — they come in and, let's say you move forward, and they want to change everything week one, no one's really asking about overall business objectives or goals. And then, obviously, like we said — the person who pitched you isn't around anymore, and now you're working with this new person. I've totally experienced that. I was a young marketing manager at Quiksilver, and we're getting pitched by a big agency, and next thing you know we're in go mode, and it's like, "Okay, who are you? You're not the person I talked to originally." So yeah, that's a big one.
Chase Clymer
Hey everybody, just a quick reminder — please like this video and subscribe if you haven't. We're releasing interviews like this every week, so don't miss out. Now back to the interview.
Absolutely. Now let's say we've made our choice out of those three, one of them really stood out, we signed — what does the first 90 days look like at a good agency? And maybe also, what does it look like at a bad agency?
Matt Raminick
Yeah. Good would be that they have a really dialed-in onboarding process — I think that's a really good telling sign, and you should ask about it as you're talking to them throughout that sales process. They have a dedicated person, or a team of people, who handle onboarding. They make it super smooth, they look to get up and running quickly and become effective. They're collaborative with your outgoing agency or whoever was managing everything previously, asking a lot of questions, setting up meetings with them. They're really getting their hands dirty when it comes to the creative, trying to understand what's worked and what hasn't, talking to the creative director or whoever's in charge of the overall creative strategy on the brand side. And as far as the channels and the data go, they get everything hooked up quickly so they can start to build out their forecasts and understand what the media plan is, working collaboratively with your team.
So that's what good looks like. In my experience, the smoother the onboarding has gone, and it really felt dialed in, generally that turned out to be a great relationship over a long period of time. And on the opposite side, if things kind of feel hectic, and you're coming in and it's a bit disheveled, that might be a red flag right away.
Chase Clymer
Yeah, it's pretty obvious in that conversation — everything he said was good; if they're not doing any of that, that is bad. But let's talk about — I kind of mentioned this before, but I don't know if it's the same thing you wanted to say — when should a brand just not hire an agency?
Matt Raminick
Yeah. Well, I think in the very beginning, you might not need an agency, right? Especially if you're just trying to figure it out, and you're looking for product-market fit, pressure-testing who your customer is and trying to find them. You might not need that — you might just need a contractor or freelancer, somebody who can do a lot of things for you and help you get it off the ground.
That was one of the most fun things I did before I started the agency — it actually turned into what is now Sunnyside. I was doing consulting for small startup brands, helping them figure things out and get everything off the ground. In one case, there's a brand called Beek — this women's sandal brand — and they were just getting off the ground and had no clue how to stand up Ecommerce and get everything going from a digital marketing standpoint. I was actually working at PacSun at the time, and I was moonlighting on nights and weekends trying to help them get off the ground.
I look back at that experience pretty fondly, because it was fun for me — I was learning things I'd never done before, and I was honest with them and said, "Hey, I haven't done this, but I'm happy to figure it out." That was everything from setting up their Meta Ads account at the time, running Google ads, setting up a product page for them. So someone like that can be super helpful, especially in the beginning. And the fun thing is, they're a client today — they were doing low six figures early on when I first started with them, and now they're well into nine figures. That's been a fun journey to be a part of over a long period of time. I suggest that to founders all the time who are really trying to get it going: find someone who's got hunger for it, has some experience with what you're trying to do across a bunch of different channels, and can really help you get off the ground. That might be a much better option than bringing in an agency, where, especially early on, it feels expensive, there's a lot of expectation, and you're wanting results quickly.
Another one, though — let's say the brand is more established, and you see some warning signs internally. For example, maybe certain teams aren't talking to each other, or the problem they're trying to solve is actually internal. Say the buying and planning folks aren't talking to marketing, and there's a disconnect between what was actually bought into the line versus what's being marketed and built around, as far as brand strategy goes — that's an org fix, not really a media or agency fix. So that's something to try to suss out and fix before you bring in an agency to look at how you're going to grow things, because you're going to run into issues, especially in that scenario, where it's going to impact performance and there's nothing the agency can do to fix that. We've run into that in the past — it's a little less common, but I'd say look, turn inward first, before you're trying to figure out what you're trying to do from a growth standpoint, or a goal standpoint, and what you need to solve.
Chase Clymer
When we were talking about doing this episode together, we had a few different ideas, and I was like, inevitably it's going to get a little more inside baseball. But one thing we love to do when we're talking with potential clients is asking a question along the lines of, "What do we need to know about your business that's going to come up later and throw a wrench in the works?" Like, "You guys have a lawsuit going on," or, "The CFO's pregnant and she's going to be gone for an extended period of time," or, "This person's leaving the company," or, "You know what, all of the back office is actually offshore." There's so many weird, specific situations that you've got to directly ask about — and if you know about them up front, you can plan for them. Just keeping it in the dark, you know — as a buyer, you should be forthright with all the information, because at the end of the day, they want the engagement to be successful, you need the engagement to be successful, so being completely transparent about the state of things is the only way to do that.
Matt Raminick
Yeah, that's a great one too. I'm going to steal that and put it into our onboarding questionnaire.
Chase Clymer
Absolutely. Matt, you mentioned it earlier, but quickly run me through what Profit 360 is, and why Sunnyside is so cool, and — I think you guys sound awesome — where do I go to find out more?
Matt Raminick
Appreciate it. So our unfair advantage is that myself and most of our team have brand-side DNA — we come from brands, and the people you talk to are the ones that work directly on the account. A lot of us have real operator experience, and not just a bunch of agency jargon. That was important to me when standing up the agency and building the team — thinking about how we could get people in who have actually been in your shoes. That's a big one for us.
Profit 360 — that's our operating system, that's how we run growth. It connects the business outcomes, which for us are profit and new customers, to the day-to-day work and the creative strategy, and how that comes to life across paid channels. We get our hands on the P&L and build out our own forecast model and plan directly with the CFO, the head of ecom, whoever it is — that becomes the guardrails. We work directly with the product and marketing teams on alignment there — we really want to know what inventory we have, what's selling, what seasonality looks like. Then probably the biggest thing these days is the creative strategy, and how what we're talking about comes to life, and who we're showing that to, and what the framework is there. And the bottom rung is really just the channel execution and how we distribute and optimize everything.
So that becomes a big flywheel, a repeatable loop — tracking, forecasting, reviewing, optimizing. Everything gets diagnosed and mapped back to business guardrails rather than channel metrics. That's been a big one for us, and we've leaned heavily into that over the past couple of years — that's become how we manage things now, and it's worked really well. We've had, like I said earlier, clients that have been around for three, four, five, six years, and we've enjoyed a high retention rate as a result, and seen a lot of growth with it.
If anyone's interested, happy to chat — you can find me on LinkedIn, I post there pretty frequently. Our website's Sunnysidecalifornia.com — we'll have a guide on there too, if you're interested in our philosophy and some high-level ways you can grow your brand. It's sunnysidecalifornia.com/guide, so come check it out, grab it, it's free. Hope to hear from everybody that's interested.
Chase Clymer
Awesome. Matt, thank you so much for coming on today and sharing all those amazing insights.
Matt Raminick
Yeah, Chase, I appreciate it. Thanks so much for having me, man.
