Inside Marketing with MarketSurge

Welcome to Inside Marketing
With Market Surge.

Your front row seat to the
boldest ideas and smartest

strategies in the marketing game.

Your host is Reed Hansen, chief
Growth Officer at Market Surge.

Reed: Welcome back to Marketing with
Market Surge, the front row seat to

bold business insights, marketing
breakthroughs, and unfiltered

entrepreneurial and marketing real talk.

I'm your host, Reed Hansen, the
Chief Growth Officer at Market Surge,

where we turn digital marketing tools
into growth engines for startups

and Fortune 500 companies alike.

Today we're thrilled to have
Jessica Dlk on the show.

Jessica is the founder and editor in
chief of Chicago Planner Magazine,

a high-end digital publication.

She launched after cutting her teeth
in advertising and media planning, and,

uh, what began as a side project to
learn the ins and outs of the events.

Industry is now a thriving platform that
blends editorial content, email campaigns,

social media, story tale, social media,
storytelling, and day of event managing.

For management for top hospitality brands.

Uh, uh, Jessica has served as an
ambassador for True Chicago in

the past and sits on the publicity
Club of Chicago where she champions

innovative event marketing strategies.

Jessica, welcome to the show.

Jessica Dalka: Thank you so
much for having me, Reed.

I'm really excited to be here.

Reed: Well, thank you.

Um, now I know you have a background
in advertising and public relations

from Loyola University and other roles,
and I'd be interested in hearing what

interested you or inspired you to
pivot from a traditional agency path

to starting your own publication.

Jessica Dalka: Yeah, so I think,
uh, the key piece there is I had the

chance to cut my teeth in hospitality.

I have, as you said, my degree in
advertising, pr, um, in marketing.

And I, um, worked for an as you said,
Havas Media, and it was like the.

The agency world just I felt like
wasn't my personality so much.

And somebody in my building said, Hey,
there's a restaurant opening down the

street, you should get a job there.

And I was like, what would
I do at a restaurant?

so, but I went and I thought,
uh, I'll be a server.

Like I've always kind
of wanted to try it out.

How hard could it be?

And they looked at my resume and
they said, you could be a hostess.

But they knew that, uh, I
needed more experience in that.

And so, um, it was very true.

I opened for Mastros Steakhouse
and when they came to Chicago,

and honestly to this day, it was
the best training I've ever had.

Like we w.

For weeks.

Like we went through the menu, everybody
learned exactly what was happening

and I didn't know how much I didn't
know about food, beverage, service,

hospitality, and it was honestly
something that serves me to this day.

So, uh, shout out to Robbie
Jo for amazing training.

Um, but through that, about
a month or so in the events.

Manager needed an assistant.

And so they asked me and I was like,
well, I have a degree in all this time.

So I ended up working in the, um, events
department and I quickly learned as

we were doing dinners for like the CEO
of Boeing and Bears players and all

these really important people, I was
like, I need to know what I'm doing.

So I started Chicago Planner Magazine
as like a little blog for myself

because I'd always loved writing.

So I decided like I'll just find
people who are already really good

at this and I'll interview them and
hopefully like that will help me

understand how this whole world works.

So that was kind of the,
um, catalyst for it.

But because I had the advertising
PR background as it grew, it

helped me understand how the
media part of that world worked.

Reed: Interesting.

So, you know, you obviously, uh, saw
a gap in the event space in Chicago.

Uh, what, how did you find that, uh,
that niche and that need for the, uh,

the magazine, you and blog you created?

Um, and tell us a little bit
more about the role of, of,

uh, your, your publication.

Jessica Dalka: That is a great question.

So I believe that, um, the key piece to
anything is communication because the

Reed: Uh.

Jessica Dalka: that I talk to people,
when I was going to networking events

in the industry or doing the interviews
or different educational features for

myself, I would realize I would talk to
one group of people who hadn't talked to

another group of people, and I was like,
why aren't people communicating when they.

Wanna know each other
and they wanna benefit.

So I found that that was actually the
key piece of like, maybe this is where

we need more of it, because that is
something that was genuinely missing

that in the work that I was doing
and, and the people that I was talking

to who are all in a similar field.

Reed: Interesting.

So, um, you know, when you
started, I imagine you had to

invent processes from scratch.

Uh, you know, whether it's creating
content or getting, uh, advertisers

and readers, you know, how did, how
did you overcome some of those early

hurdles to get, build a following?

Jessica Dalka: So one of the things that,
um, I think was really challenging is,

uh, 2012 is when I started as a blog.

2016 is when I

Reed: I.

Jessica Dalka: it my full-time position.

And then pandemic caused me to
take a break as it did most people.

And so this year we've really
truly relaunched the brand.

Um, but in.

the before times, as I like to call them,
around 2016, even into 2019, getting

people to buy digital was incredibly
difficult because even though maybe the.

More boots on the ground.

Employees and event managers
understood that digital was important.

Um, did not.

Usually when you get to the level of
decision makers, owners, they are tend

to be a little bit older, and at that
point people still wanted their newspapers

or they wanted a physical item and kind
of explaining that, hey, you know, like

everybody's looking at things on their
phone, this is how people are searching

things, was actually the biggest hurdle.

So.

Now people understand it, but
um, it's kind of getting them

to understand like the value of
something that is niche to a specific

audience versus something general.

Even just like Google Ads.

Reed: So I have, uh, really appreciated
when people focus on a niche.

Um, I, you know, I'm in, uh, I have a
marketing agency and um, it does sometimes

it seems like the world is the oyster.

You know, my oyster.

I could do, I work with any business,
but I feel like businesses actually want

to work with somebody that specializes.

Um.

Uh, te tell me about who, in terms of
sponsors and content collaborators seem

to be most drawn to your publication.

And, you know, what, what, um, you know,
is, is there anybody particularly unique

that likes to, uh, likes to contribute?

Jessica Dalka: Yeah, I think we work
with a lot of hotels and restaurants

currently as we continue to grow.

I know that, um, we are talking to some
different markets and I think there's

a few ways to look at that because we
have a large audience of event planners.

But one thing that I have been updating
in my description to people is that we are

a publication for professionals who plan.

And I think that distinction is
really important because, um.

Over the years, I have discovered
that people in HR plan, people in

marketing plan people in sales plan.

So when you say, oh, we have event
planners, it's really important

for people to understand that those
individuals who have the budget to come

into your space and spend buku money,
they may not have a specific title.

And I think that we're seeing
that shift more, especially as.

You have remote workers and people are
like integrating AI and we know that.

Like you see a job description and it's.

Stuffed with all these,
you know, responsibilities.

So making sure people understand
that it doesn't have to be

specifically that title.

Um, and, and with that in
mind, part of what we offer to

those readers is information.

Like even when I'm.

Doing events.

And when I have done events, I did
events at a University of Chicago

for their economics department.

And at one point I had 20 events
a week, and this was, uh, only

a few years ago post pandemic.

And when you are at that volume, even
then, with all the background and

experience I have, I didn't have.

Time to research every single thing
and look up every single thing.

I relied really heavily on vendors I knew,
or regular things that I interacted with

because you have to execute, and then you
also have the stakeholders, and you have

everybody who needs these pieces from you.

So I think that's a core piece of
what we do, is the people on our team

and who we work with are all people
with some sort of hospitality events.

Venue management sales experience.

So we know what it is that people
need because we needed it ourselves.

And I think that really is the
core piece of our business.

And understanding that, part of the reason
people didn't communicate initially when I

decided that Chicago planners should be a
thing, is because people don't have time.

You know, they've got
so many things to do.

So how do we bridge that gap?

So for the people that we work with,
it is a lot of hotels and restaurants.

'cause if you've, I've worked
in both, they are big jobs.

Um, and then sometimes, you know, we
do get people who are kind of a one-off

vendor or people who just kind of
are in an interesting line of work.

And sometimes it's a thought leadership
piece, the ways that we interact with

people, um, and just really making
sure that our goal is education

and communication for our audience.

Reed: And, and that's fantastic.

You know, you're a, a team of specialists,
teams that trust each other and, you

know, hospitality is a real skill.

Like it is.

Um, you know, I think there's a, a
couple college programs that that teach

it, but I feel like, uh, from what
I've observed, it does have to be.

Learned largely from experience
and and boots on the ground, and so

I'm sure your early experience in
hospitality has really contributed

to getting you where you are today.

Jessica Dalka: Yes, I think, I think
the biggest lesson too is like first and

foremost, probably a slight tangent, but
I get so upset when people use the phrase

unskilled labor because I just think that
it is sort of capitalism code for jobs.

We don't want to pay.

There is, if there's a job, there
is no such thing as unskilled.

I don't know if you've tried to use
a coffee machine or do these tasks.

That people think are easy
until they have to do them.

Whether it's a combination of like.

You know, even if you're a really good
server or you're a really good like

busboy or server assistant, as we call
them in fine dining, you know, you have

to be able to do something efficiently,
quickly, do it without people noticing

like, that's incredible service.

When you didn't realize your
plate was gone, it sounds like.

Small thing, but in order for
everything to work out, everyone has

to be good at your, their job, and
you really have to appreciate it.

And I think that when it comes to
hospitality and even events, it's a

field that people don't appreciate
that you have to have a credible

number of soft skills, uh, in addition
to being able to just like have the

knowledge to do the job as a whole.

Reed: Yeah, it is quite, quite a
spectrum because, um, you know, as

you say, the, I mean, I, I, I do
like that phrase, you know, the, um,

what did, maybe I misheard it, but
capitalism jargon or what, what was it?

The.

Jessica Dalka: well,

Reed: Yeah,

Jessica Dalka: capitalism doesn't want to

Reed: Sure.

Yeah.

Mm-hmm.

Yeah.

Jessica Dalka: oh, well you're not a,
you know, a C-suite or this or that.

So, you

Reed: Yeah.

Jessica Dalka: we have a very tiered,
hierarchical system at how we look at

jobs as opposed to the value that someone
contributes, which is actually quite high,

Reed: Mm-hmm.

Jessica Dalka: level jobs,

Reed: Yeah.

Jessica Dalka: in quotes because I think
every job that someone does is important.

Reed: Yeah.

Yeah.

Well, um, uh, so you, in
your, for your business, you

wear a lot of different hats.

So, you know, you, uh, you know,
you're an editor, you're a designer,

contact creator, business developer.

Um, you know, first, first question
is how do you balance all those roles?

Do you, do you like to, uh, spend
more time on one or the other?

Do you, uh, do you look
to outsource certain.

Aspects of, uh, your, your
business more than others, uh,

tell me how you balance that.

Jessica Dalka: Yeah, I think when I first
started I did everything by myself and

Reed: Mm-hmm.

Jessica Dalka: I brought someone
in, um, Cassidy, who was wonderful

and she helped with social media
and had a lot of great ideas.

She was.

than me and had just like some really
great social media insight early on.

And so I used to really try to do
everything myself now in what I

call Chicago Planner Magazine 2.0.

Um, I'm realizing that there is
a shift and it's not just, uh, a

shift in what I enjoy doing, which.

Everything that you mentioned, but
it's also the fact that now social

media and digital media is the core of
how people get information and news,

and so you have to operate faster.

Um, you have to operate a little
bit leaner as well, because.

People read a sentence,
they read a headline.

Like even I'm guilty of it.

Like I, my husband and I are
always talking news and politics,

and he'll be like, I'll be
like, oh, I saw this headline.

He'll be like, well, what else?

I'm like, well, I didn't read the rest.

I was just skimming.

You know?

And so keeping that in
mind that you know, really.

Got maximum one like three seconds
to get someone's attention.

You've got one headline to
get someone's attention.

You really do have to look at what
is the most valuable aspect of this,

whatever it is you're talking about.

And then, um, you know, that
re but that requires a shift.

Right?

And as much as, um, I love a good research
piece or a long detailed piece, I really

try to keep things that people can.

Can skim or can read quickly
or we have to react quickly.

And in order to do that, you need a
team and you need a much bigger team.

So now we, you know, I do
outsource for certain things.

I have people helping me with social
media and more people who are writing

and people on the sales team and
like, you know, and we were just had

a meeting this morning about like
what our 2026 goals are and, um.

How, how we're gonna grow and we
are gonna be opening up some job

opportunities and things like that.

So it's really exciting.

But I also think that, um, you know, you
have to, you have to focus on what your

end goal is, and the end goal for me
is to have a very solid media company.

And so you have to really say
like, what are my strengths?

And for me, I think I personally
love business development.

I think it makes me a nerd a little bit
like I was on LinkedIn and everyone's

like, what do you mean you're on LinkedIn?

It's not Instagram or TikTok.

And like, don't worry, like I'm
lurking on all of those sites.

But, uh, in terms of where I'm present
and I think building an audience.

Particularly having a
B2B style niche business.

Um, you know, I think that I focus on the
platforms that are important and I also

focus on what's gonna be able to allow us
to grow, because then at a certain point

you can kind of shift around and decide
you wanna focus on something one day.

But, um, I find my brain kind of, some
days it's like I'm in writing mode.

It's like, all right, let me like write
some articles, do some of that content.

Other days I'm much more like.

My brain's just leading me towards
like, let me do the numbers, let

me do the outlines, all those
kind of things for like content

calendars and, and all of that.

So it, I kind of also am like all over
the place, but at the same time, bringing

in a team to help have a more consistent
focus for everything that we need to do.

Reed: Awesome.

Well, I think that's good advice for
anybody is, um, you know, be deliberate

about what you, uh, what you enjoy, what
you are skilled at, and what is the best.

And most economical use of, of your
time and what can be, uh, delegated?

Um, tell me a little bit.

So you, you, you cover so
many different, um, uh.

Topic areas like, you know, publication,
uh, event management, hospitality.

Um, I am curious about experiential
marketing and, you know, in-person

marketing and, and I know
you covered that quite a bit.

Um, and our world has changed
quite a bit in the last five years.

Uh, there was a big pause a lot.

There wasn't a lot of.

Uh, event activity or
experiential marketing.

Um, but now it's, it's back.

What, what do you see as the, like
current state of in-person experiential

event marketing and how do you
think it might change going forward?

Jessica Dalka: So I think one really
great thing about the pandemic is it

forced us to understand digital, but
it also because we were all home,

forced us to really appreciate what it
means to be in the room with somebody.

And I think that transferred
over to the business world.

Like when I talk to people, people
have learned like not every meeting you

have to hop on a plane and see your.

Client people are much more
comfortable having a Zoom meeting.

But then people also
really crave networking.

Um, we have partnership, partnership
associations that we work with.

Um, and I had a few meetings with them
last week and across the board, no matter

the industry, because we are also kind
of expanding, um, some of the industries

that we partner with, and they were like,
our members want quality networking.

They wanna shake up who's in the room.

They wanna be in front
of the right people.

And I think whether that is
networking or experiential

marketing, it's the same feeling.

If you have a bunch of influencers, they
wanna be in the room with other people

that they think are on their level or a.

Above.

Um, if you have just like customers,
they want an experience that feels

like something they can't get at home.

So we're really thinking about
how do these things intersect,

I think we are getting better at
understanding how technology is.

Separate.

And I think a good example of this is that
now people understand that even within

social media you can have different jobs.

I used to see job descriptions all the
time that were like social media, must

know video and YouTube and like TikTok
wasn't even around for some of these,

but like they just listed everything and.

now that people have had the time
to look at the numbers and look at

the data, they see that, okay, like
these are all individual channels

and these are actually tools.

And so they may be in the same toolbox,
but it doesn't mean that they're

all the same themselves, right?

Like you could have nails in a hammer.

But they're not the same.

And so I think that when we look
at what is experiential versus if

we're doing hybrid or digital, I
think a lot of people are using

virtual and hybrid for education.

Like if you're looking at, um,
something like the Medical Association,

pharmaceuticals, even like A MPI
where they do trainings, a lot of

those things might be hybrid virtual.

Because people like have a
bigger expectation of access to

things when something's over.

But if you're doing experiential,
it may be a one of a kind, FOMO kind

of feel where you want the people
there to feel like they've been.

Specifically selected, and they get to be
in this room and they get to feel special.

So I think that people are truly
understanding the ways in which they

can use these tools, but how people
are also having a better understanding.

On a more basic level, I think it
kind of reflects the challenge I had

pre pandemic explaining to people
what digital was and then being like,

wait, what are you talking about?

But now everybody knows that they
look up everything on their phone.

Everybody knows what a zoom is, so.

you're trying to implement these tools and
you have public understanding, it gives

you a lot better way to strategize in a
way that works best for your business.

And I think when we're talking about
moving forward into the future,

we're gonna be seeing people trying
to use ai and I think we're gonna

see a really interesting shift
with, um, ideas and creativity.

I think that we're gonna have a lot
of fails because the thing is that ai.

Does not replace people.

Um, I use chat GBT all the time.

However, I also know that I
have to look at what it creates.

fingers come up a lot on people.

If you ask it to render you a, a,
a picture of someone or a scenario,

and you have to like make sure that
everything makes sense because AI is

of course an incredible aggregator,
but it's not necessarily accurate.

So I think we're gonna see people try.

I mean, we see this in
the news all the time.

We're gonna replace our employees with ai.

But I think it's a pendulum.

I think people right now are really
excited about the technology.

I mean, we always hear about NVIDIA's
stock going through the roof, but once

they realize like many other things,
like it's a new aspect of digital that

you, there's a way that this works.

I think we're gonna come a little bit
more back to the middle, but, um, I think

it's, I do think it's an exciting field,
but I do think it's one that we can't.

that people aren't gonna
be the core focus of.

Reed: Uh, you know, love all the points
you've made here, and one of the things

that came to mind first was, uh, the,
the value of networking, which I think

I have reprioritized in my own efforts.

Um, you know, it, it can't be stated
enough how valuable connections

with people relationships are to
a business and to your career and.

You know, I think for all the
technology that enables us to do

more, to do things faster, uh,
we just have to keep networking.

I think that's so valuable.

now in the news, the story of the summer,
the, the meme of the year probably has

been centered around something that
I think you'd be a really interesting

person to ask about, and that is the.

Events at a Coldplay concert with, uh,
the CEO of Astronomer and his, uh, close

friend, the head of HR that were caught
in an awkward situation on camera.

And, uh, their reaction
probably drove the story.

You know, their, um, you know,
the fact they flinched and, and

ducked and act acted super awkward.

And then the, some of the
aftermath has been interesting.

with your background in PR and events,
how would look at this situation?

Um.

You know, uh, may maybe if you were
the day after and you were one of these

two people, um, the head of people or
the CEO, actions would you take and,

uh, you know, how, how do you recover?

How do you move forward?

What are your thoughts?

Jessica Dalka: Um, I think like the tough
crisis pr, like it's very different if

you are one of these two people versus
the company, but I think that nobody

would believe like an apology, right?

Like you, you're past that
because you've been caught.

I think you literally just have to
like go away and be quiet about it

because you were only soaking the fire.

I think there.

Their reaction to that was
enough for Chris Martin to be

like, you having an affair?

Like, or like, are you
like, what's going on?

You know, the fact that he said
that on stage kind of like was

the nail in the coffin for them.

Um, but I do love the fact that astronomer
realized that nobody was talking about

their business to the point they were a
household name and they actually got, I

don't know if we saw that short commercial
they had with Gwyneth Paltrow doing, um.

Just like, oh, here are questions.

People wanted to know.

And it was, it was really,
um, I think it was funny.

I think they captured the moment and I
think they know that they as a business

have to separate themselves from what
happened to the best of their ability.

But acknowledge that if it's your CEO
and head of people, which again are

two C-Suite, um, it's kind of a problem
and people are gonna be like, what

kind of business are you running here?

Reed: Yeah, absolutely.

Well, and do you think that that, um.

Uh, you know, it, it is interesting
that, you know, they were willing

to kind of carry on and do a
public date, but they totally, um.

I mean, this would, this video would not
have made it to anybody's social media

post if they hadn't totally flinched.

Like it's, it is interesting
that they, uh, just seemed

so unprepared for the moment.

Uh, that was, was almost hard to,
hard to watch, like kind of painful.

Jessica Dalka: I mean, I think that
what's most telling about that is if

they, you know, you've got the CEO
and you've got the lead of hr, which

already, like, why are you in hr?

Clearly violating company policy.

But um, you know, clearly they
thought they could get away with it.

Right.

I think that's a great test case in like.

Hubris and bravado of like, well, I'm a
CEO and I, you know, I, they have these

very visible roles in the company and I
think sometimes, in fact, I was talking

to somebody about this earlier today,
like in companies, they can be very

encapsulated in their own little worlds.

And I see this a lot when I've.

Done bigger corporate events where
they like don't realize how big

the entire world is, especially
when you have a bigger company

or a company with a lot of money.

It's like, well, I'm the CEO, and
it's like they're running the world.

So they're not used to outside
criticism and they don't feel like

they are playing by the same rules.

But this was a great example
of how actually everyone is.

Playing by the same rules.

And when the spotlight came on them,
they knew they were in the wrong

and they knew they weren't behaving
the way they were supposed to.

So, um, regardless of the correct or
incorrect PR response to it, I think

it's just a test case in human behavior.

Reed: Yeah.

Yeah, absolutely.

Um, you know, and I think it's
always fascinating when the,

mighty and important and powerful
have their awkward moments too.

Uh, they're no different
than the rest of us, um,

Jessica Dalka: And I think
that's why it's so like,

Reed: or doing any of that, but,

Jessica Dalka: right.

Yeah.

Reed: but I get embarrassed

Jessica Dalka: think that's
what makes it gripping, right?

Like.

It's, it's because like rarely do
you see people get caught in a way

they can't get out of at that level.

And I think, you know, I um, what was a
study that recently came out about how,

how much more money CEOs in America make
than their lowest paid and how it's.

Grossly different from other countries
where I think Japan, they said the

most, it's like 50 times on average
we're in the US it's over 300 times.

So I think for America, it's also
capturing that feeling that people have

about being sort of overwhelmed by the
fact that there's just this giant gap

from leadership to people at the bottom.

Reed: Yeah, no, that makes
a, that makes a lot of sense.

And,

Yeah, there were just a lot of, uh,
people that were thinking, like I

told you, so they, know, some of
these, these guys aren't as good

as they tout themselves to be.

And you know, it's, I think,
I think it all worked out how,

how it should have worked out.

Um, you know, but, well, so Jessica,
you have been so generous with your

time and, uh, have endured some.

Technical glitches as we've
been recording, and I appreciate

that your patience with, uh,
with me and my software here.

Um, tell us what's next for, uh,
yourself, for your business, and

then also how can people find you
if they'd like to work with you?

Jessica Dalka: Yeah, absolutely.

Um, so I think like, you know.

One of the things that is really
important to me is growth for Chicago

planner because, uh, my goal is to be the
authority on event planning, and I think

that stems from having an understanding
of every industry possible because events.

Are in literally every industry.

So we have built partnerships, we
continue to build partnerships.

Right now we're looking at
partnering with other associations.

'cause again, that's where
people network and that's where

people intend to do business.

So as a B2B focused, uh, platform that is.

What we want to do.

Um, and, and it's my hope that,
you know, we are an example too

of just talking about that whole
situation of like good leadership.

It's actually a really big goal of
mine that Chicago Planner Magazine

is a place that people love to work.

Uh, I am an elder millennial, so
the concept of a four day work

week is really important to me.

I think that family and your
life comes before a job.

We all know a job will.

Place you theoretically.

So making sure that people feel like they
are a part of something that benefits

their life other than like the drudgery of
going to work is really important to me.

It's also important to me that we
support our community and as we

grow, we're looking for more ways
to integrate other nonprofits.

Um, I have a personal love for
any organization that works with

people who are unhoused or children
or anything where, you know.

Feeding people.

I think those are core
aspects of our communities.

So we're also, um, we have a nonprofit
program that we've developed.

So we intend to start working later
this year with, um, one to two

nonprofits a month, uh, to be able
to give them, um, some advertising

to promote what they're doing.

Uh, a fun fact I learned in
advertising is that there used to be

a requirement for, uh, any type of
public television to have at least.

Two PSAs a month, um, that they would give
out to anybody, uh, radio and television.

So, uh, some of it is based off
of that, but we do more than two

placements per place, uh, because
it's something we really believe

in and I think it's important for
the people that you work with to be

proud of the work that you're doing.

So all of those are things that,
um, we're really integrating

into what's coming up for us.

Reed: Awesome.

And where can people reach you if they'd
like to work with you in any capacity?

Jessica Dalka: Yeah, I am always on
LinkedIn, so you can, I think it's pretty

much just like linkedin.com/in/deca.

My last name D-A-L-K-A.

Um, and then I am on Instagram as, uh,
Chicago planner, or that's my personal,

but then Chicago Planner Mag is, um.

Where you can find me there, and my
email is just really long, which was in

hindsight not smart, but it was Jessica
dot deca@chicagoplannermagazine.com.

Reed: Fantastic.

Well, thanks so much Jessica.

This was a real, fun conversation and,
uh, you, you've been great to chat with.

Jessica Dalka: Thank you so much, Reed.

I really enjoyed chatting
with you as well.

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