When you can't outspend the competition, you have to out-think them. In one of her final episodes as CMA President and CEO, Alison Simpson sits down with Rachel McAdam, Vice President of Marketing at Skip, to explore what it takes to build a Canadian challenger brand against global giants. The conversation covers the "Skip to the good part" rebrand, a partnership ecosystem built on Canadian passion points and a three-sided marketplace strategy. The standout? The cultural agility that turned a rap beef into a campaign so effective it shut down competitor apps.

CMAConnect-Ep68-Rachel MacAdam v2.txt English (UK)

00:00:01.720 — 00:00:20.280 · Presenter Welcome to CMA Connect, Canada's marketing podcast, where industry experts discuss how marketers must manage the tectonic shifts that will change how brands and businesses are built for tomorrow, while also delivering on today's business needs. With your host, CMA CEO, Alison Simpson.

00:00:23.040 — 00:02:26.210 · Alison In a market dominated by global giants, how does a Canadian founded challenger brand like Skip not just survive, but thrive? The answer lies in doubling down on authenticity, building strategic partnerships and really recognizing that marketing is about much more than reaching consumers. It's also about driving growth across every stakeholder in your ecosystem.

For today's episode, I'm pleased to welcome Rachel McAdam, Vice President of Marketing at Skip. Rachel is leading a Canadian founded and built business and one of our country's most recognized food delivery brands through a significant transformation, from Skip the Dishes to simply Skip expanding their delivery service beyond restaurants to retail, and also navigating intense competition in a market where deep-pocketed competitors can easily outspend smaller players.

Rachel brings deep expertise and loyalty marketing to this challenge. Having spent significant time at Loyalty One, she played a key role in building Air Miles into one of Canada's largest brands. She really understands how to create emotional engagement and build lasting customer relationships.

This expertise has proven invaluable at Skip as she navigates the loyalty wars in food delivery. Under Rachel's leadership, Skip has distinguished itself through a uniquely Canadian approach to partnerships. They're going beyond sponsorship deals to becoming strategic pillars that can really help reinforce Skip's Canadian roots, while also expanding reach in ways that transcend traditional marketing spend. From priority concert access through Live Nation, wide-ranging partnerships with the Toronto Blue Jays, Disney Plus, CIBC, and WestJet,

Rachel has built what she calls an ecosystem approach to loyalty, tapping into Canadian passion points rather than competing purely on price. What makes marketing at Skip compelling is how the team understands and approaches managing the needs across a three-sided marketplace. Rachel has some great examples to share in how her team is delivering on this.

Rachel is part of a leadership team, transforming Skip from a functional utility into something broader and much more meaningful. Rachel, welcome to CMA connect. It's a real pleasure to have you on the podcast today, and I'm looking forward to a great conversation.

00:02:26.210 — 00:02:27.450 · Rachel Thanks. Looking forward to it.

00:02:27.530 — 00:02:42.250 · Alison Now, Rachel, as I mentioned, you spent a lot of time at Loyalty One and really helped build Air Miles into one of Canada's largest loyalty brands. So coming off of that experience, what was it that attracted you to the Vice President of Marketing role at Skip, and what were some of your early priorities?

00:02:42.490 — 00:03:25.270 · Speaker 3 Yeah, you know, what was great about Skip is that it had a lot of the similarities of Air Miles from its early days. So, you know, it's a great Canadian brand. Um, it was rooted in really a three way marketplace, which was very similar to Air Miles. You know, Air Miles is about connecting consumers to retailers through the loyalty program, and Skip really is about connecting Canadians to their favourite restaurant or retailers through the delivery ecosystem.

And so I really loved that about it. And I love a good challenging opportunity. And so to your point, the delivery category is, um, it's it's very fast paced, it's very competitive. And I really felt like there was a huge opportunity for marketing to play a key role in the transformation of the business.

00:03:25.470 — 00:03:44.870 · Alison We're like-minded when it comes to being attracted to big, hairy, challenging goals, and you're doing an amazing job with Skip. So one of the big things you did was evolve the brand from Skip the Dishes to simply Skip. And clearly there's a lot of strategic thinking behind dropping the dishes, so I'd love to hear more about that.

And also, how does it reflect where you're taking the business?

00:03:45.110 — 00:05:34.640 · Rachel Yeah. So when we were looking at the transformation of the business, you know, what's interesting is Skip was a scrappy start-up. Covid hit, you know, exponential growth in delivery. But it really created a new expectation for consumers that it wasn't now just about delivering my favourite pizza on a Friday night, but now I'm looking for convenience and delivery much broader than that,

And we really felt that our brand positioning of Skip the Dishes wasn't really reflecting this broader services that we were offering to Canadians, and it was really keeping us limited in the minds of Canadians. We also felt that we weren't tapping into a key point of differentiation, that we were the Canadian brand, you know, created in the prairie provinces.

We run on Canadian technology, but we weren't really leveraging that. And we did research. And, you know what Canadians said was, that if all things were created equal, you need to be price competitive. You need to have my favourite restaurant, but I will choose a Canadian brand. And this was sort of before the the upswell of Canadiana came in.

Even before that, that really was very much part of what Canadians were looking to support Canadian brands. And so between those two things, we really said we are missing an opportunity to set ourselves apart from these big global organizations or brands in the market. And so we took that research. We worked with Courage as our agency to understand what's the consumer insight?

What's happening culturally? And where's that white space opportunity for Skip to really own and differentiate? And that's where dropping the dishes, bringing the maple leaf into the logo so that when you quickly look at your phone, you probably have multiple delivery apps on your phone. Let's make sure that we're reminding you that you do have a Canadian option, an opportunity there.

And then we dropped the dishes really as we were launching into retail. So that really was the first signal to the Canadian consumer that I can actually get much more than just food delivered by Skip.

00:05:34.960 — 00:05:52.680 · Alison Now you're doing a great job of reinforcing Skip's Canadian roots. Also through your new spokesperson, the new campaign, and partnerships with really iconic Canadian brands. So why is this Canadian positioning such a crucial differentiator, and how do the partnerships in particular work together as an ecosystem?

00:05:52.720 — 00:08:45.630 · Rachel Yeah, I think we are in a very competitive category with two very large brands in particular that come with deep pockets. And if you're not going to outspend on media or in vouchering, how do you make sure that you set yourselves apart? And we really felt that the Canadian element of our brand, of our technology, the fact that we are feet on the streets in Canada was a key part of differentiating, but we couldn't do it alone.

And that's really where partnerships came in. So we we introduced the new brand positioning. We leveraged actually a previous spokesperson with Jon Hamm because he came with actually great affinity to the Skip brand. There was very positive association. And the original campaign had sort of positioned Jon as wanting to be Canadian.

So it was, well, he's not Canadian, it was actually reinforcing that he wanted to be Canadian aspect of it. And so we used that sort of as a nod to our past. But also we then had Jon tell the new story that it was Skip at the grocery store and at the pet store and sort of all the ways that you could Skip. And then partnerships launched shortly after.

So we introduced the new brand in October, and then we quickly launched Skip Plus subscription. And so we felt that the brand promise of "Skip to the good part." We help you skip the hassles of every day. That was always foundational to what Skip was a part of. But now it wasn't just helping you skip dinner, but it was helping you skip the trip to the pharmacy, skip the trip to the liquor store.

But we wanted to make sure there was a proof point, that it wasn't just a tagline, that it actually was a brand promise of helping you Skip to the good part, which is where partnerships came in. And so we launched subscription about six weeks following the brand relaunch, and that really became the proof point that said, we talked about helping you skip to the good part. Here's another proof point to say we can help you skip to the things that matter most to you, which really tapped into passion points. You know, we were we were third to market on subscription. You know, you could look at that as a disadvantage that we were last to market.

We actually looked at it as an advantage that we had the opportunity to see what's in market, what are we competing against, and then how do we create that ownable, authentic aspect to Skip. And that really became our partnerships, that we are going to help you skip to the good part, not just on delivery, but that Canadians are passionate about music and they're passionate about travel.

And so how do we bring that to life? That was through partners, that we're going to help you skip to the good part to get to the concert that you love most. We're going to help you skip to the good part and get to the travel that you love. And so that's really where partnerships came in. And we launched with CIBC, with WestJet, with Live Nation, really to help prove out that brand promise of helping you to skip to the good part, which was an addition to the core value proposition that was required.

So we need to be competitive on price. We need to be competitive on supply. But opening up that emotional engagement, those additional exclusive experiences, really, we felt were the point of differentiation we can make in the Canadian market.

00:08:45.870 — 00:09:09.370 · Alison And skip to the good part, is such a compelling promise to consumers, and I love the way that you're delivering on it. You're also somewhat unique in that you're marketing to three very distinct stakeholders: consumers, couriers, partners. There are other brands that certainly have multiple stakeholders as well, but it can also be fairly unique for a number of our listeners who aren't in that current environment.

So why is this multi-stakeholder approach critical to your success?

00:09:09.410 — 00:11:09.460 · Rachel Do you know what's interesting? Often, you know, as marketers, we talk about what we're doing and we talk about the consumer. But equally, if we think about our role as marketing, it's really about ensuring the flywheel works. And so really as this three way marketplace, we need to have all three stakeholders getting benefit out of this relationship in order to make it work.

So, you know, if marketing puts a great campaign in market and we drive you to the app, but your favourite restaurant isn't there, you're not going to order. Or if we put a great campaign in the market and we drive you to the app, but the delivery time is really long because we don't have enough couriers driving, you're not going to order again.

And so that's why the three way to marketplace and making sure that we are delivering on that brand promise to all three stakeholders is so important. And I would say, you know, I think one of the things that has been so impactful for us, as we sort of are on this transformation journey is that the brand promise of skip to the good part is fully embraced by our CEO, Paul Burns.

He really views that brand promise not as the responsibility for marketing to deliver, but everybody across the organization has the responsibility of delivering the good part to their stakeholder. And so as much as we focus on delivering the good part to the consumer, we are equally supporting our partnership team on how do we make sure that we're delivering marketing campaigns and marketing tools and capabilities so that our partners like McDonald's and Loblaws, that we just announced can actually grow their business off our platform.

And with the couriers, how do we make sure that we're helping our couriers with their businesses, grow their business on the Skip platform? And we do that through activations with McDonald's, where we set up pop-ups, where couriers can come in, we give them new bags, they have fresh, you know, Skip delivery bags, but they also get free coffee from McDonald's.

In the fall, we ran free oil changes, so like helping them grow their business. And so I would say that's really been a key part of that ecosystem. That flywheel working is making sure that skip to the good part is a brand promise for all three of the stakeholders.

00:11:09.500 — 00:11:36.900 · Alison Those are great examples, especially when you think about how much of your brand is in other people's hands, and courier being the best representation of someone's going to either be really pleased with the experience or if something goes wrong, not just blame the courier, but it reflects badly on your brand as well.

So I love that you're taking them into consideration and helping set them up for success, whether it's your oil change or recognizing that it can be a tough job and often fuelled by coffee too.

00:11:36.940 — 00:11:42.820 · Rachel Yeah, I mean, they literally deliver the last five feet of our brand promise, is the Courier experience.

00:11:42.820 — 00:11:50.820 · Alison And in your time at Skip, has the approach evolved at all or was that something that the brand has long recognized the importance of?

00:11:50.820 — 00:12:06.160 · Rachel I think the brand always felt that couriers were a key part of the experience. I think because of the relaunch of the brand and rallying the organization around this brand promise, I think has brought new ideas and new ways in which we're engaging couriers that we haven't been doing in the past.

00:12:06.200 — 00:12:26.400 · Alison Now, leveraging pop culture moments can also be a very effective brand strategy. And when we were talking earlier, you shared a great example of that when Kendrick Lamar mentioned a Toronto restaurant during the Drake rap beef. Your team moved super quickly to capitalize on the moment, so I'd love you to share what happened there and how you were able to be as agile as you were.

00:12:26.440 — 00:14:37.410 · Rachel You know, I think it's a great example of a close partnership with our agency, so I give great credit to Courage. They very much embody our brand as much as we do. They really are an extension of our team. And so they're always looking for cultural moments where Skip can authentically play a role and be part of the narrative.

And so the Kendrick and Drake beef was a great example. I think the rap dropped on a Wednesday. We had a call Thursday and they were like, you know, it mentions the restaurant that's on the network, we should do something about it. And by Friday morning we had a digital truck driving around downtown Toronto, leveraging some of the phrases from the rap with a 50% off at that restaurant.

And what was great is it created some, you know, obviously we had influencers, there's some organic conversation around it. And we exceeded what we would normally put through that restaurant in a three week period, we delivered in one night. And one of the best signals to say, like, did we really make an impact is they actually turned off the competitor apps because they couldn't handle the volume we were driving through Skip.

So that's one example of if you know what your brand stands for, you've got a finger on the pulse of what's happening, you can really tie it together. I'll give you another example. When the tariffs first came out and we wanted to reinforce the fact that we're the Canadian alternative, we introduced what was what was called spell codes.

And every day for a ten day period, we would put out a clue in social where if you spelt the word the right way, the Canadian way, we would unlock a voucher and we tailored the vouchers based on what the conversation was around tariffs. So it was a 15% voucher. And then oh no, no, it's a 25% voucher and now it's a 50% voucher.

And and it was great because we had people talking in social, about like what's the clue going to be today and what do we think the keyword was. And so again, it was another way of like reinforcing where the Canadian option without saying we're the Canadian option, but it was a point in time that only Skip could authentically be a part of that conversation.

We weren't going to have an American competitor start talking about, you know, being Canadian during the tariff situation. And again, it was another one where we know what we stand for, we know who we are as a brand. And when that cultural moment came, we were able to quickly turn it on and really create something of value to the consumer.

And that really put us in, you know that conversation.

00:14:37.650 — 00:14:47.050 · Alison I love those examples. And the ultimate proof of success is when the restaurant shuts down your competitors because you've driven so much demand to their location, so...

00:14:47.050 — 00:14:48.610 · Rachel It was a great day.

00:14:49.290 — 00:15:03.110 · Alison Now, you mentioned earlier that you were last to market with your subscription offering, but instead of seeing that as a disadvantage, you very much positioned it as an advantage. So how are you differentiating from the very functional offerings of your competitors?

00:15:03.150 — 00:17:05.510 · Rachel Yeah, I think that was one of the things that we saw when we were taking a look at, you know, what is in the market today. And what we saw is even though there is well-established subscription programs in market, there was still a high degree of app switching. So consumers clearly weren't seeing enough value in what was in market to have loyalty to those.

And we really felt what was missing is that while there was functional benefits, there really wasn't anything in there that was exclusive or, you know, recognition-driven. And we really thought Skip had an opportunity to own that. And it very much lined up with our brand promise. And so from a subscription perspective, launching with Live Nation, launching with WestJet, really taking some of those gamification kind of aspects and delivering it in a way that drove exclusive experiences would be a point of differentiation.

And and we're really seeing that take root. And, you know, I'll give you an example. We sponsored Oseaga last year, which is a music festival in Montreal. About 50% of the people in, uh, in the festival actually come from Ontario and other parts of Canada. So it really does represent, you know, a Canadian target audience.

And Skip sponsored it. But we had an exclusive experience just for Skip Plus. And so to get into this exclusive, sort of premium experience, you got to be a Skip Plus member. And then you get access to, you know, a makeup touch-up area. And we had soft seating under coverage from the hot sun. And most importantly, we had an exclusive bathroom and bar area.

And if you've ever been to a music festival, there's nothing better than exclusive bathroom and bar. And, you know, it was a weekend that we had some of our our highest signups for Skip Plus because consumers saw that there was added value, added experience, exclusive experience of being a Skip Plus member.

And so those are the kind of opportunities that, yes, we need to deliver on the functional benefits of free delivery, reduced service fee, bonus points. But there's an opportunity to create that higher degree of engagement and loyalty by offering something above and beyond. And so that's been a big part of the Skip Plus, uh, value proposition since we launched.

00:17:05.870 — 00:17:16.069 · Alison That's another great example. Now with free bathrooms out of music festival, you did set a very high bar. You drove a lot of interest in sign-ups. Were you able to keep them all as well?

00:17:16.430 — 00:17:35.470 · Rachel Yeah. So converting them over is a great question. That's where we then followed up quickly with a life cycle program to say welcome to Skip Plus. And then we started giving the functional offers the value proposition to get them to use Skip. And so the quantity and quality of customers coming through that activation have been very positive for Skip Plus.

00:17:35.550 — 00:18:12.060 · Alison Now I do want to drill down a little bit more on customer service because as we talked about earlier, you're not in control of the final five feet or often five miles. So given the interdependencies that you have on fulfilment delivery partners, when we talked earlier, you shared that part of the inspiration for everyone at Skip and led by your CEO, Paul, is around unreasonable hospitality, which is very much a philosophy that comes from 11 Madison Park. So I'm intrigued to learn more about how that served as an inspiration to you and the leadership team, and how it's really helping evolve Skip's approach to customer experience.

00:18:12.340 — 00:19:51.960 · Rachel Yeah, I would suggest if you haven't read the book, it's a it's a quick read, but it's a really interesting read on on creating exceptional service across every touchpoint. And so I think rooted in the fact that Paul really believes that the brand promise of skip to the good part is not a marketing responsibility, but it's an entire organization has been a key part of that.

And so then we've all gone back and said, how am I contributing to helping my stakeholders skip to the good part? Get over the hassles, get over friction in the experience working with us or delivering for us or ordering through us to make that happen. We did an end-to-end research study around the customer experience journey from start to finish, to understand where are we excelling, and how do we lean into those moments of delight that Skip gives?

Where are we meeting the competition and where are we behind, so that we can then prioritize. You know, there's always more opportunities than there are resources to solve them. So then it helped us prioritize, where do we need to address first. And then we took the lens of, we're a Canadian brand and there's a way that Canadians help others that can be a point of differentiation.

And so our customer care team in particular is taking a look at our policies, our engagement strategies, and we're testing different things to say, how can we deliver a better experience? First, we want to make sure you don't have a problem to begin with, which is our logistics and our app.

But if you do have a problem, how do we make sure that we are making that as delightful a solution, a Canadian way to solve your problem as possible? And so there's a series of tests and measurement that's going in through a CARED group in particular, to address that and find ways that we can elevate the customer experience beyond what's happening in our category.

00:19:52.400 — 00:20:24.420 · Alison Now, you've shared a couple of times that you are very fortunate to have a CEO who not only understands and supports marketing and sees it as mission critical to driving the business forward, but also understands that bringing the brand proposition to life can never only be the marketing team's responsibility.

So not all of our listeners will have the benefit of that. So I'd love you to share any advice you would have for marketers that are working with senior leaders that don't necessarily truly appreciate the powerful impact that marketing drives from a business perspective?

00:20:24.580 — 00:22:20.150 · Rachel Yeah, you're right. As a marketing leader, I'm very fortunate to work not only for Paul, but for an organization, you know, the Skip leadership team believes in the role of brand and believes in their role in contributing to the customer experience. I would say a big part of it was bringing teams along.

It was sharing the voice of the customer, not just with the marketing, but across the different functional areas within Skip. You know, we did a kick-off across the organization. We did a brand video that talked about what this opportunity was for us to have this come to life. What did that mean across the organization, you know, and the best example like I think when we knew we had shifted it from a marketing initiative to an organization initiative is when we saw some of the other teams that were doing off-sites and they were producing merchandise that said, skip to the good part.

It's like, okay, this is no longer within marketing hands. It's in, it's in the organization. And that's really just been fed over the last year and a half, two years that the brand's been in market.

And so I would say that the big piece is, is bring people along. The voice of the customer is always more powerful. Storytelling is really effective at getting a message across. Yes, our finance team likes to see the numbers, but they're also consumers. And so when you talk about solving consumer problems and how the brand can own a unique way of delivering that versus the competition, you bring people along.

People want to be a part of it. I think there's a lot of pride in the Skip organization when they see the brand in market, when they see social commentary around things like spell codes and skip the diss with, you know, with Kendrick Lamar. People are proud to work for an organization that is culturally relevant that, you know, has a voice that is, you know, delivering great experiences for customers.

And the more you can share that and have everyone feel a part of it, the more effective it will be, and sort of transcending the marketing function into being, you know, across the organization.

00:22:20.470 — 00:22:36.310 · Alison It sounds like you're doing an amazing job in creating really powerful ownership across the organization. And then there's such a wonderful momentum to that when you see the team come together, you celebrate your shared successes. It's just going to drive it even further in the future. So kudos to you for accomplishing that.

00:22:36.630 — 00:22:50.710 · Rachel There's some great momentum, and I give great credit to Paul and the way in which he has led across the leadership team. It's not really a marketing function as much as it's really an organization-wide success story, for sure.

00:22:50.870 — 00:23:14.770 · Alison Now, you mentioned CFOs are always interested in numbers. So if your CFO is listening, we'll make this next question for him. I know from our earlier conversations that the marketing you're doing is delivering measurable business growth for Skip, which is absolutely the goal for every marketer. And I'd love you to share what marketing business results you're the most proud of, and how you're demonstrating marketing's business impact to not just your CFO, but everyone in the organization.

00:23:15.010 — 00:25:15.340 · Rachel Yeah, Skip is very much a data-driven organization. You know, as a marketing team, we get daily metrics on our order volume. We have weekly reviews of all of our business metrics. And so we very much are looking at how the work we are doing is driving the KPIs for the organization. And so, you know, marketing we take a look at what is the business trying to solve.

And then we build our plan in support of those OKRs of those key metrics. And so we're looking at how is our upper funnel awareness driving sessions? How is our venturing and offers driving conversion? How are we driving greater customer engagement through our life cycle journeys? You know, upward migration of customers, retaining our best customers, those kind of things.

I would say that the metrics I'm probably most proud of is related to Skip Plus. We were third to market. So, you know, it's not easy to break through a market that had well-established, two existing subscription programs and then delivering, you know, sustained engagement. And I would say, you know, what was great with that program is, you know, we came out of the gate with CIBC.

They've been a great partner for us, not only, you know, delivering value to their customers, where you can get Skip Plus for free, but, you know, tapping into an audience that we otherwise wouldn't necessarily get access to. And so, you know, we achieved a significant amount of new customer growth through our CIBC partnership.

And we're seeing not just the quantity of customers coming through there, but the quality of customers being very positive. And so Skip Plus is driving lift and frequency. And we are seeing lift and retention of those customers that sign up for Skip Plus versus a comparable control group that are not signing up for Skip Plus.

So I think, you know, the team has done a great job of building the first phase of Skip Plus. I would say, you know, like anything, you can't launch and leave it. It requires constant feeding and nurturing and so more evolution and enhancements to come to Skip Plus in the coming months ahead. But we're really proud of the launch out of the gate and more to come.

00:25:15.540 — 00:25:30.500 · Alison Terrific. Now, Rachel, I know you're super busy. I appreciate you giving us the time that you've been able to give us today. Before I let you go on with your busy day, though, I would love you to share one piece of career advice that you have for our listeners who aspire to follow in your footsteps.

00:25:30.620 — 00:27:06.750 · Rachel You know, I will share advice that was given to me once, which is, think about your career as a spider web and not a ladder. And if I was to look back at my career, you know, I spend the vast majority of my time at Air Miles, and I benefited from growing my career at the time that the organization was growing. So there was the benefit of always new opportunities within the same organization.

Take the opportunities, even if you don't directly see the upward trajectory of that opportunity, but the ability to learn how to learn and to put yourself into roles that you might not have the specific experience, but you're going to build transferable skills over time. You know, I didn't know delivery at the time that I joined Skip, but I had transferable experiences coming from Air Miles I could apply to it, because the reality is that the jobs in marketing today didn't really exist ten, 15 years ago, right?

And so I would expect that the jobs in five years from now probably don't exist today. And what's going to take you there is going to be your transferable experience, your ability to learn on the fly, to take new opportunities and embrace sort of the ambiguity that comes with new opportunities. But getting that, you know, lateral opportunities, lateral roles, try different areas will just create a benchmark of experiences that you'll be able to take into any new opportunity.

So I think it's served me well over my career. And so I would just encourage, you know, try not to say no, take opportunities that come. And I think marketing just as a career is a career of constant curiosity, and that'll set you up well for any role in the future.

00:27:06.790 — 00:27:28.790 · Alison I couldn't agree more. Especially now. And when you think about it, every time you take a lateral position or stretch yourself with a new role, the business and the marketing, new skills that you're building give you this powerful toolkit, and you're also ensuring that your brain is always agile and embracing the change that is inevitable for everyone that's decided to have a wonderful career in marketing.

So thank you, Rachel.

00:27:29.150 — 00:27:29.870 · Rachel Absolutely.

00:27:29.910 — 00:27:33.910 · Alison I thoroughly enjoyed our conversation and I'm wishing you a great rest of your day.

00:27:33.950 — 00:27:35.430 · Rachel Thank you. This was fun.

00:27:38.030 — 00:27:40.229 · Presenter Thanks for joining us. Be sure to visit the cam.ca and sign up for your free my CMA account. It's a great way to stay connected and benefit from the latest marketing thought leadership, news, and industry trends.