Video Isn’t a Channel, It’s a System

Daniel sits down with Dan Malgran, VP of Marketing at Steno, to talk about how he built a 23-person marketing team from scratch, why he treats video as a system instead of a standalone project, and what he looks for when hiring marketers who can keep up with a fast-scaling organization.

In this episode, you’ll learn:

• How Steno operates in the hybrid services-plus-technology space of legal tech, and why marketing to skeptical, professional buyers like attorneys requires a partner mindset — not a vendor pitch.
• The full story behind Steno’s first-ever ILTACON campaign, a pirate-themed, multi-phase video strategy that spanned pre-event, at-event, and post-event content, including a stranded pirate, a pirate ship booth, and a sales rep dressed as a mermaid.
• Why “perfection is the enemy of good” when it comes to video production, and how working in phases and staying flexible leads to better creative outcomes than trying to plan every asset upfront.
• Dan’s framework for video as an integrated component: start with the outcome you want, work backwards into the assets you need, and treat video as one part of the campaign, not the centerpiece everything else orbits around.
• The case for volume over big-budget one-offs. Steno produced roughly 170–180 videos in a single year, and why running hundreds of videos teaches you what works in ways that two or three high-production pieces never will.
• Why curiosity is the #1 trait Dan hires for, how he spots it in interviews, and why systems thinkers, not specialists stuck in their lane, are the marketers who will thrive as AI reshapes the industry.

Daniel: So welcome to the SparkPortal Show, Dan. I’m so happy to have you, and I’m so happy we’re finally doing this. I can’t believe we waited this long, but I’m glad you’re here. So welcome.

Dan: Excited to be here, Daniel.

Daniel: Can you introduce yourself a little bit?

Dan: Absolutely. As you said, my name is Dan. I am the VP of Marketing at Steno. Steno is a court reporting agency and legal technology company. We support law firms during depositions and civil litigation, and during the pretrial process we handle the logistics, the technology, and we work with world-class stenographers around the country on their depositions.

So we’re very much in the services-mixed-with-technology space. I lead up the marketing team. I started about two and a half years ago, all by myself, and now I’ve built a team of about 23 people at the moment. We cover everything across the board, from events and sponsorships to product marketing. We have an attorney on the team who does legal solutions demos, thought leadership, and keynotes. So we do all of the things at this point.

Steno’s Series C Funding

Daniel: I know that you recently had a Series C funding round. Can you walk us through a little bit of what that was like?

Dan: Yeah. We just closed and announced, I think two weeks ago from the time of recording this, for about $49 million. It’s going to really expand what we can do on the go-to-market side and the technology side. We have a lot of plans for what more we can bring to market, both from services that we can offer to law firms that we work with, but also on the technology side.

We’re really upping our game when it comes to our tools like Transcript Genius, our AI tool for transcripts on the backend after the deposition happens, and other pieces that we can bring to market. From the marketing side and the go-to-market side, it’s especially exciting because there’s a lot of investment in go-to-market.

We’re looking at tripling our go-to-market over the next couple years and then going after even higher-end Am Law, American Lawyer Top 200 law firms. There’s just so much more that we can do once you get to that sort of level of a Series C.

Daniel: Did you guys always know that was going to be what you were aiming for specifically? Or did you discover that halfway into your role?

Dan: I think every day is discovering new things and new places that we can go, especially when you go from having no marketing to a team like this. There’s a sense of excitement and interest, and the team can constantly be experimenting and trying new things. Because we are growing, because we’re doing all these new things, there isn’t so much of a push to not experiment, to not try, to not see if we could do something on this new channel, or maybe we need to try a new tactic on this other channel, because we have the space to experiment and we have the audience that we can go after.

Building a Unified Team Culture

Daniel: When did the unity come from? Was that something that you came into and it was just beautiful, or did you kind of have to work your way through it and then finally you guys made it?

Dan: From the start of being at Steno (it’s about an eight-year-old company, and I’ve been here for two and a half years), I would say from the start, I have felt that the culture internally has been very aligned and unified in where we want to go.

There was always this push to be more of the litigation process and more of the service side of the law. So I think as time has gone on, there’s just been more opportunities to add to that. But the team is always aligned on where we are trying to go as an organization, and that’s this movement beyond just being a court reporting agency, which is a very commoditized industry. There are thousands of court reporters, they’re all independent contractors. The stenographers can work with any agency. There are no contracts generally when it comes to depositions and the law firms. So a law firm could go from using us today to a competitor tomorrow and back to us the next day.

But there’s a lot more that you can wrap onto that. As we’ve looked at what an agency like ours could be, a firm like ours could be, there’s a stickiness that comes with the technology that we can offer as a part of the package of the deposition itself.

We employ multiple lawyers and paralegals in the company, including on the marketing team. We think that we can go after and help law firms because we know how they work in those workflows. Because we have those people on the team, we can build products that work within the way they work, rather than just being another tech company that’s building a tool and then trying to get you to change your workflow to utilize that.

Daniel: Exactly. That’s so annoying when they do that. I don’t think a lot of companies realize how important that is, to stay close to the customer. Through services like that is your door in. You’re right there.

Customer Obsession in Action

Dan: Yes. It’s a customer obsession, I think. A lot of companies claim customer obsession. “Oh, we’re always thinking about the customer. Oh, we’re always talking to customers.” I don’t think a lot of companies really are actually spending the time with their customers and understanding all of the different pieces of what makes up their day.

I think that’s a big difference for how our team approaches it. Everybody from the product and engineering teams, to the marketing teams, to the sales teams. There are quite a lot of people that were our customers and are now part of our company, and they also spend a lot of time talking to our customers and bringing them into our development cycles, and doing a lot of interviews to make sure that we understand what they go through and are dealing with at any given time.

And we maintain about a 90 NPS. So I think we can justify the claim of customer obsession.

Marketing to Law Firms: A Skeptical Audience

Daniel: Can you explain to us a little bit about what makes marketing to law firms and attorneys different from other B2B or SaaS audiences?

Dan: When it comes to what we offer in the traditional space of court reporting, it’s very much a commoditized market. If you ask an attorney what they think about their court reporting agency, the usual answer is going to be, “I don’t think about my court reporting agency.” But when they do start looking at it and they have these moments where they have to think about who they’re partnering with, lawyers, paralegals, and legal assistants are a very skeptical buyer. They need to see the proof. They need to feel like you are a partner. So even as we are moving more into the technology side, we approach it much more as a partner rather than a vendor. What we mean by that is that we can show the proof that we understand what they’re going through, what they have to deal with on a day-to-day basis, that we are building things that make sense in that, but we’re also providing useful information outside of what we would just be selling to them.

For our team in particular, it’s around educational webinars or guides or continuing legal education credits. Anything that we can provide that shows, one, we have people that understand what you are dealing with. We understand what you need to maintain your licensure to do the work that you’re trying to do.

And two, that we are here as more than just something that you are buying one-off. We are here to be able to supply you with the education that you need, the information that you need to keep you up to date. We provide things like CLEs. When we’re looking at the ethics of AI, we do an ethical AI CLE. We are looking at what it is to represent your clients. What are your ethical obligations to utilize or not utilize, or to keep track of, or to check your cites? Whatever it is that you need to know about how to use AI, we are trying to show that we understand that as well.

When we’re talking about a professional audience, like lawyers, like paralegals, they value that kind of relationship. It’s not just like I’m going to the store and I’m buying whatever soda off the shelf. I am looking for a partner that we can actually work with, and work with long-term.

The ILTACON Campaign: Video Beyond a Single Tactic

Daniel: So let’s get a little bit into content. One of the things that we did for you guys was video content for events, specifically the ILTACON stuff that we did for you guys.

Dan: Background-wise, we can talk about how Steno utilizes video, because I think it’s important to understand the specifics of one given campaign. To us, video isn’t just a single tactic, a single channel, its own independent thing. I think a lot of companies look at video and the cost of production of video and everything that goes into it, and they’ll do a video and then do a whole bunch of stuff around that video.

We look more at what is it that we are trying to do and accomplish? Who are we trying to talk to? What are the different ways that they like to consume their media? And then integrating the video that we do into that. ILTACON is one of the largest of the legal technology conventions of the year, in the back half of the year.

Last year was Steno’s first time going to it. We wanted to make sure that as we were coming into it, we were making a splash. And that was pre, during, and post. It wasn’t just about, okay, we bought a booth and we’re showing up. It was about leaning into the theme of the conference, which last year happened to be Pirates, for whatever reason, but we go with it. We like to have a lot of fun. As we were thinking about that sort of flow of how do people get to know us and know that we are here as a part of this, and not just another booth at the event, we looked at video as a part of all of those things. So we did a series of videos that followed one of my team members, our social media manager, dressed up in a pirate outfit, as he followed the map to the treasure at ILTACON. We did the production and brought it back to you guys and had a whole lot of post-production done on these different pieces. But it created this really fun and interesting story that allowed our audience to follow along as we headed to ILTACON. And then once we were there, there’s still more video to capture. We did interviews, we captured video of the booth (which was of course a pirate ship), and one of our sales team dressed up as a mermaid. We had it all. We captured all of that, turned that into more footage that we used at the event, and then we used that post-event both in emails and in our social media.

We also brought in some industry influencers and experts like David Cohen. He produced part of his podcast at the booth, and we did video around that as well, and audio production around it. So all of it comes together in more of a cohesive story all the way through, from learning that we’re going to it, to being at it, and then the follow-up that we did with the audience afterwards.

So it wasn’t just like we did this one video, then built everything around that. We went after it with the idea of what we were trying to accomplish: making a splash and being at this conference for the first time. Then what are the different pieces that we needed to get us there? And video, multiple videos, were telling that story.

Perfection Is the Enemy of Good

Daniel: How does it make sense that, hey, I don’t have a hundred percent of all the decisions made, of all the output that I need, but here’s what I want to get done, here’s the result, and here’s what I’m trying to go for, and then you get your team to help you get there?

Dan: I think it’s a couple of things. I say this to so many people all of the time, but perfection is the enemy of good. I don’t even know if that’s the actual saying, but to me it makes sense. We can’t wait and get everything perfect and have all of the assets and every piece ready to go, and then run the play.

Because if we’re doing that, any one thing is going to screw up what we are trying to get accomplished. We know that we want to accomplish this story arc. We know the phases of what that story arc looks like, and we know we have to get content out. If you are constantly trying to get that perfect, you are not going to get that content out.

And if you don’t get that content out, you cannot accomplish any of your goals. So we often will start with, okay, we know for phase one we have to have these different things. So we just turn that out, we get that piece done, and then we know where it’s supposed to go. So while that stuff is in post-production, it’s now starting to get out on social media.

The other stuff can start to get worked on. Then we’re working on phase two of what this looks like. What’s the next part of that story? At some point you get to the end, and maybe it wasn’t exactly perfect and you didn’t have every piece that you initially thought, but often you can pivot and you can think of new things.

There were some issues with, let’s say, the map that we created. When we decided to come back around to it, we redid the map. If we had every single piece already done, it’s a lot harder to go back and change this and this than it is to change that, because you’re finding it as you’re going, and you can then make that change and move to the next piece.

When you’re trying to get good marketing out there, you have to first get marketing out there, and you have to be willing to just pull the trigger and go.

What Works (and What’s Next) with Video

Daniel: What worked and what would you have changed about using video for event marketing? Maybe not specifically about that one, but in general.

Dan: In general, video works. We can make that overarching claim that video is probably the most engaging way to go after the audience. So as long as you are willing to commit to it, to commit to the full arc of using video as a part of everything that you do, you are going to increase the output, the results of any campaign, any project, any goal that you are trying to accomplish.

In some of the things that we have done, and something we’ve been talking about working through this year, is we do a lot of interesting and different variations of how we utilize video, especially around events. We do a lot more fun things before the event, but I think we have to get better about doing more structured interviews and other content that we can utilize more fully afterwards. When we’re at an event, we do a lot of candid stuff and a lot of candid capture, but one of the things that we want to go after and do a lot more of this year is having more of a sit-down and interviewing people, and we can chop that up and use that in a variety of different things.

Candid video at an event is a little bit tougher to do, because you’ve got the context of the event in the background. There’s often issues with the audio and what you can actually get.

Daniel: Yeah. It could get technical pretty quickly.

Dan: Exactly. So utilizing more of a structured approach, taking the time that we have all these people out in the field, can we get them somewhere and get a little bit better video that we can then utilize in more content later?

Leading Creative Work as a Non-Creative Marketer

Daniel: I think you’ve told me this before, and correct me if I’m wrong, but you don’t consider yourself a creative person, a creative marketer, right?

Dan: Yeah.

Daniel: So how does a non-creative marketer leverage video, which is a heavily creative endeavor?

Dan: Great question. I would say it’s about the people, and that’s internal and external. It’s knowing where your strengths and weaknesses are, and being able to shore up those weaknesses with the right people and processes and agencies, because you’re not going to be good at everything.

Some marketing leaders get a little bit caught up of, “I need to know everything about all of the different places in marketing.” I think that is where a lot of people struggle. You’re not going to be able to know all of these things, but as long as you understand and have a vision for bringing it all together, I think you can leverage others.

You can leverage the creativity of others. My creative director and my director of brand have a lot more interesting things going on. They spot things that I don’t ever notice within the design work and storytelling that’s going on. But I feel like as long as I’ve got the overarching vision and I know how to bring these people together, and I specifically hire people that are curious and know more than I do in all of these things, then it’s going to be successful in the long run.

I saw a graphic not too long ago on LinkedIn that was like, a VP of sales basically could hire an infinite number of people, but they only hire three: their directors, their managers, and their AEs.

But a marketing leader has events, has partnerships, has product marketing, has design, has content. There are an infinite number of pieces, length-wise or width-wise, that a marketing leader has to oversee. If you get too caught up in having to know all of the things about each one of those pieces, you’re never going to be able to bring all of them together. As long as you have the bigger picture of how they come together, you’re not going to necessarily get caught up in the “I am not as creative as some of the people on my team,” and that is probably for the best.

A Framework for Thinking About Video

Daniel: Cool. So let’s talk a little bit about the framework that you have here. Walk us a little bit about your philosophy on how marketing leaders should think about video.

Dan: Obviously you’ve said it through this interview, but the way that you have to look at video is not looking at video as its own thing, as its own independent project or piece of the pie. As soon as you start to look at, okay, we need to create a video and then build things around that, you’re going to start looking at the wrong metrics.

You’re going to start looking at, what was the view rate of that particular video? What was the engagement rate of that particular video? You’re going to get yourself further away from what the ultimate goal is. The ultimate goal, for us, is jobs booked. So it’s, what are all the different things that we can do to get to that?

When we approach video, it’s far more about it being a part of that overarching goal. We want to accomplish this at this event, or we want to accomplish that with this campaign. There is going to be a wide array of tactics and assets that are used in that. That could be some videos, multiple videos, that can be emails, that can be ads, that can be click-through demos.

All of this is just a part of what you are trying to accomplish. If you are looking at your video production as its own separate thing, and we just do a couple videos a year, you are starting to focus on the wrong thing about those videos, and they are not going to be the thing that boosts the rest of what you are doing.

They’re going to be the thing that you focus on, and then that harms the rest of what you’re trying to do.

Lowering the Bar on Production Value

Daniel: Yeah, we’ve seen it happen time and again. That’s part of the reason why we switched from project-based to video-as-a-service. It’s expensive, so it’s hard. When you have to go ask for budget and then you do the video, you do need to focus on it because so much is riding on this thing.

I think a lot of teams, when they think of a video, they’re thinking of high production. They’re thinking of, this requires a videographer team and going out and capturing high-quality video. And then it requires a whole lot of post-production.

Dan: That obviously gets expensive. That’s a big piece. But there is so much that we do as marketers that allows video capture that you can use in other ways. It doesn’t have to be a high-production video. I think in 2025 we did somewhere around 170 or 180 videos with you guys. Obviously not all of those are going to be high-production pieces.

They’re not all sexy, but you can still use all of those in different ways. It could be organic social, it could be paid social, it could be in your email campaigns. There’s a whole variety of ways that you can use those. They don’t have to be a hundred-thousand-dollar commercial that you put together.

You ran an hour-long webinar; you’ve got a hundred clips out of that you could potentially use. Then it doesn’t become this thing where you’re only focused on these high-production videos. You could still do those. Those are still important. We’re still working on a whole bunch of those, but we’re also integrating all of these other clips and pieces from webinars, from our podcasts, from video that we’re capturing at events.

Daniel: We always discover that each client needs their own thing. Each company has their own audiences. Generally speaking, they all spend time on social, web, events, webinars. They all follow similar paths. But once you have the ability to use a resource in a very tailored way for you, you start to discover things like, oh, we need to shorten the length here. We need to increase the volume on this particular thing. We need to spend more, this needs to be higher production. Those are all decisions that you cannot make if, like you said, you look at it as a video, as an individual thing.

Dan: Yes, exactly. I don’t think we would know what works and what doesn’t work if we were only running a couple videos a year. But running hundreds of videos a year, we can look at those metrics. What I said before about focusing on the wrong metrics, I think you can still look at those, they are still important learnings, but you’re in a different mind frame when you have a bunch of them. You can look at the metrics across all of those, versus you have this one video and that has to be successful. I will never claim that all of our hundreds of videos are successful in the year, but we did learn from them, and we learned what works and what doesn’t work, and we can adjust as we go.

Making the Case for Video Internally

Daniel: A lot of marketers know that they need it, they need more of it, they need lower production value too. But they’re having a hard time selling it to their boss, and securing budget for it, or more budget, or more time, or more internal resources. Usually what I say is, a lot of this stuff, you’re going to try and you’re not going to attribute specific deals, but you will start to see how the company’s rallying around video initiatives. You’re going to hear it in your sales calls, in your prospecting calls. You’re going to see it in your website numbers, retention, all that stuff.

You’re going to start seeing these dark-social-type things in the darkness, right? You don’t know exactly what the metric is. It’s working because it is being mentioned everywhere. Your team is excited to actually go to the events now because it’s, oh yeah, we got video. I’m so excited, we’re going to show this. Versus, oh, I wasn’t excited before, because it was just me and the booth.

Dan: We’re big into the humanization of the brand, and if you want to humanize your brand, video is the way to do that. There’s only so much that somebody can get out of a static image or a text post. But to your example of being at an event and others are excited about being a part of it, we have sales reps that get very excited about being in the videos that we’re producing.

ILTACON’s a great example, of one of our AEs getting dressed in a mermaid costume. On the fly we decided to do some video shoots with her, which turned out great. We used them across organic social, then she used them in some of her email campaigns afterwards. We would have never gotten that if we weren’t thinking of it like a system and being a part of everything that we do.

Daniel: Do you want to give us a summary of how you think through it?

Dan: Sure. For how we view it, it is about starting with what the outcome is that you want out of whatever it is that you are working on. We can continue with the event as the concept. We wanted to make sure that people understood that we were going to be there, because it was our first time being there.

So that is the goal. We want people to engage with our content before, and then we want them to be at the event and come to our booth and meet our people during it. And then we wanted to be able to follow up with people afterwards. Once you have identified what that goal is going to be, then you can work backwards for the different types of assets. What’s the kind of campaign that we want to run?

Then you’re not starting with a video. You are now thinking about, okay, there are a lot of interesting ways that we could potentially show that we are going to be at this. We used static images. We used maps of all the different things you had to get through. We turned a bunch of those into videos, and then that kicked off the idea around our stranded pirate, trying to find his way through all of these terrifying waters, around the different tech and the pitfalls of technology.

That is, work back and then figure out what are the different things that tell the story that get you to that outcome. That’s really it. It’s not starting with the assets that you want or need. It’s starting with the outcome and then moving back into the different types of assets, and being willing to change those as you go. Being willing to see that something is working, or somebody has an idea and let’s just throw it out there and try that out. That’s really the steps for me.

Hiring for Curiosity

Daniel: Let’s move on to what’s top of mind for you right now. I know that you are growing your team. You just got your funding and now it’s move and move faster than before. Obviously you cannot do that without people. So I wanted to ask you a little bit about this, because I know a lot of marketers are also trying to figure out how they’re going to build their teams. Especially now with AI, we know we need to work with people, we know AI is important. So I want to ask you, what’s top of mind for you right now in terms of hiring and team building?

Dan: I look for curiosity. I think you can train a lot of things into people, but you can only do it if they’re curious about the world around them. If you can bring in somebody who is a specialist in, let’s say, product marketing, but they’re an incredibly curious person, they are going to be an asset for you across more than just product marketing, because curiosity gets them thinking about the broader systems and how the team works together.

I’ve worked on many teams in the past that are very focused on, this is my lane, this is the thing that I work on. I am a demand gen manager and I am focused on SMB, and I focus right here, and that is the thing that I do. And I’m not necessarily thinking about how the campaigns that I’m running show up for the enterprise team, or they show up for the events team. All of these things play together.

If you have a team that is not thinking about how everything interacts together, and how your field team is showing up to these events, and what the design work is and the messages that are going on over there, if they’re not thinking about how all of that plays together, you are going to have a misalignment, which is going to end up being a problem, especially as you scale. The more people that you’re at and the more systems that you add and the more teams that you add, if they are not on a constant basis understanding and trying to see what’s going on with the other parts of the team, they’re going to get into a silo that is going to end up hurting you in the long run.

So curiosity, to me, is that number one thing that I look for in every candidate that I interview.

Daniel: That’s something that you look for immediately in the interview process?

Dan: There’s a whole bunch of questions that you can ask around that, but really it’s just, how do you identify new problems or problem areas that are outside of your space? People will respond to that in a variety of ways. But you can get a good sense for whether they really thought about it, or if they were focused on what their part of it is.

Daniel: And they usually light up.

Dan: You’re excited to answer that.

Daniel: Oh my gosh, yeah. If you’re the candidate, you’re looking to share, hey, here’s how I’ve solved a lot of problems, and a lot of these problems were not things that were brought to me. These are things that I discovered, because that’s what I enjoy doing. And then they light up. So that’s really interesting to see, that’s what you’re looking for.

Dan: Absolutely. And I think, as we’re moving into this world of AI being a part of everything that we do, I find myself, often, as I will put it, an AI realist. There are many things that it can do. There are many things that it cannot do. And I think that we are still very early in the stages of understanding what it can do and what the long-term impact is going to really be.

But if you find people that are curious, and if you find people that like to learn new things and experiment, I think that you will be able to keep up with, or get ahead of, all of the changes that are coming. If you have a team of people that are so focused on their piece and they’re not willing to learn new things, or they’re not trying to learn new things on their own, not being told to, you’re not going to be able to keep up.

That’s what everybody’s really afraid of at the moment. While I am not necessarily in the same camp of, oh, it’s going to take all of our jobs in the marketing world, and all of white collar will be out of a job in 18 months, or whatever the claim was, it’s still a part of what we do. It’s still going to be more and more a part of what we do. You have to have teams that are curious about what that impact is going to be and finding new ways to utilize it. Some people on our team are running AI lunch-and-learns, and they started that all on their own and pitched that idea to get the rest of the team to understand the things that they’re working on.

Other parts of the team are bringing the interesting things that they’re doing. There’s just a culture of curiosity and wanting to learn and try to experiment with these things. That’ll be the moat for your team in the long run.

Be a Systems Thinker

Daniel: So let me ask you a more direct question here. If marketers are listening to this podcast, and you can share with them, especially people that are wanting to work for you guys, what would be the thing you would want to share with them?

Dan: Be a systems thinker. Think about how all of the different pieces come together. I am hiring across the board. Those could be anything from a regional field coordinator to a product marketing associate. They’re all going to have impact on the rest of the team and the rest of the organization. So I need people that think about how these systems work together.

In that same vein of curiosity and flexibility, if you are thinking about the processes that go into, let’s say, an event, we run 200 events a year. There is a lot of process that goes on behind the camera of getting everything to where it needs to be and making sure that sales reps have the talking points that we want for this particular audience.

At this kind of event, all of those touch different parts of the team. So if you’re coming in here and you’re just going to be a West Coast field marketing coordinator, that’s not just that role. That’s also going to be, how do you make sure that the sales reps in that region have the right things?

How do you make sure that we’re showing up in the right way with the associations that we partner with over there? All of these come together. The ads that are being run in that part of the world, all of these play off of each other. Anybody that’s joining the team needs to think about that.

They don’t have to own that. They don’t have to be the responsible party for those things. But they do need to be thinking about how all of it plays together. And if you’ve got ideas, bring them up. I try to empower everybody to bring ideas up to the forefront, because we’re never going to learn or change or fix things if we don’t all know that those are happening.

Steno Is Hiring

Daniel: So now that you guys are hiring, can you give us a little window into what specific areas you’re hiring, and what kind of roles can people just get excited about?

Dan: Sure, absolutely. We have quite a few that are open or being opened. That is across our field team. So for field, it’s events, partnerships, association partnerships, and our swag program. We’ll have a series of openings on that team this year, as well as our integrated marketing team is going to be growing.

To us, integrated marketing is brand and demand together. We look at it as one big full picture. So we’ll be hiring brand campaign coordinators and associates, as well as some performance later on in the year. And then we will be expanding our creative team as well. There’ll be some copywriter roles opening up, and potentially some social media roles and others that’ll be coming later in the year.

We’ll be hiring quite a lot over the rest of this year. So feel free to check Steno.com and check out the careers tab.

Closing

Daniel: Nice. Yeah, that’s awesome. Thank you so much for your time. I appreciate everything we talked about. I was going to ask you if you have anything to plug, but you just did, so it’s great. For all our listeners, Steno is such a great company. I would strongly suggest applying if you’re looking for a job.

And keep them on your radar. If you’re not looking but you think you will be in the next six months, definitely keep them on your radar. Thanks a lot, Dan.

Dan: Absolutely, Daniel. I appreciate you having me on here.