Autonomous Deal Agents Powered by Your Methodology and Customer Conversations

Julia Nimchinski:
And next up, we’re joined by Ross Rich, CEO and co-founder of Accord. And today, Ross will demonstrate Autonomous Deal Agents powered by your methodology and customer conversation. Very excited for this. How are you, Ross?
Ross Rich:
I’m great, can you hear me alright?
Julia Nimchinski:
Yeah. Awesome.
Ross Rich:
Awesome. I’m just in the middle of a move, so I just took down my, like, whole home office setup, so just have a temporary one, today. But yeah, really excited for today’s session. Appreciate the invite to join.
Julia Nimchinski:
Awesome. Let’s dive into it, and open it up for Q&A.
Ross Rich:
Amazing. Should I jump into, the slides and demo? Is that a good place to start?
Julia Nimchinski:
Yeah, you have one of the most unique tech stacks, so… Just, yeah, can’t wait to get into it.
Ross Rich:
Let’s… let’s do it. Here’s the screen share working alright here. We’re gonna do mostly live demo, but I figured maybe the 10,000 foot, you know, why, what is this? I’m sure for a lot of folks, it’s their first time seeing a cord, so…
Julia Nimchinski:
Amazing.
Ross Rich:
Cool. Well, before getting into, the product and what is Accord myself, so I’m Ross, CEO and co-founder of Accord. I started my career, actually, in the music industry at Columbia Records, but that’s for another time, and maybe over, you know, beers.
It’s a different universe than, sales technology, but, spent, the first 5 or 6 years of my tech career, actually, at Stripe.
And basically, coming out of that experience built the thing I wish I had as a sales leader there, growing our team from 2 or 3 sellers and no CRM to a multi-thousand-person global sales org, and I think the biggest thing that I found was we had a lot of winning theory and strategy, but when that hit the field with sellers, SCs, frontline managers, CSMs, onboarding You’d be surprised, or maybe not, with the difference between what the theory was and the strategy and what was actually happening with our customers, and that’s the whole why behind Accord.
How do we make sure that we’re actually reinforcing our winning methodology and value-selling customer journey? at every single touchpoint, and making sure that it doesn’t just live in spreadsheets and fields in the CRM and, you know, what we wish people were doing and what they’re actually doing. So what does that look like?
basically built this execution layer for value selling to take, again, from the 97, you know, page playbook that we’re rolling out at our SKO to what people actually do in the field. How do we reinforce those best practices where they’re actually working with the buyer instead of just internal, you know.
The fields that they’re updating, and, you know, a lot of homework. How does this actually touch the customer?
And uniquely with AI, how is it taking data points from, you know, our ZoomInfo and Apollo and Play, and our conversational intelligence from Gong, Chorus, etc, what’s alive on the World Wide Web, and how is that actually changing the conversations we’re having with our With our customers and prospects.
And I think this is kind of at the core of the problem we’re solving, and what we’re seeing with AI is, like, more intelligence, more information on your customer isn’t solving the challenge where 80% plus of your revenue is coming from your top 10 or 20% of your team.
it’s probably enhancing what your top people are doing, and probably making this problem even worse, right? Like, your top people are probably getting more efficient, it’s just… making it easier to send out AI slop and bad cold emails, and just more of the things that aren’t working.
That’s kind of my opinion on this, and what I’m sure a lot of folks have actually seen in practice is the people that are at the top are making probably better decisions from more information, and just more and more of, you know, some of those not-great emails and interactions from the rest.
And yeah, this is kind of what we’re seeing from our customers going from, I would say, like, the intelligence era of AI, just more information, to the Agentic era, where we’re actually completing tasks that have strong recommendations of what to actually do.
So, I think some of these quotes are awesome, like, people are trying to be, putting these things in place, but they’re missing that context layer, like, what is our winning playbook? What is our process? What’s our methodology?
how are we reinforcing that, what our top people are doing, versus just running faster at the things that the rest of the team is doing? So, that’s kind of, you know, again, our opinion. You need to have that structure, similar to people say, like. you know, the data layer, your AI and agents aren’t going to be impactful if you don’t have the data.
It’s also, especially in sales and go-to-market, it is, how do we win with certain customers? You need all of that and the methodology and process as part of that winning formula for GTM agents.
And these are kind of our product philosophies, about to get into the actual demo here, but how I think about it, as a seller is, again, understanding that methodology and process and underlying context of how we win. You can’t… you don’t want just more generic answers around what the potential next step is, or key stakeholder.
How do we win those deals? It should be bound by your best practices. It should be taking proactive steps, so this, again, isn’t something outside of the workflow that they have to remember to go to.
This should be in the flow of work with their customers, and especially if it’s more mid-market enterprise and not just super transactional, you want to have this improving the strategy from the seller. You want to have the human say, oh yes, these are the right three stakeholders to add. Oh, yeah, based on that conversation.
this next step, but maybe you got a text message that isn’t part of your, you know, intelligence loop, where it’s actually the wrong time to bring in someone, or maybe the wrong step based on the recommendation.
So I always think, especially in these high-stakes deals, when customers are involved, you want to make sure that you have that final gut check from the seller, but that they’re getting that smart recommendation. Cool, now diving into the real thing. Hopefully that was just helpful context before clicking on a bunch of, buttons here. Cool.

So… There’s basically two concepts in the product of a chord. The first are playbooks. And again, think about how do we translate the theory of that 97-page playbook, or all the fields and stages in your CRM, to what does great execution look like based on the play that we’re running?
Is this the AIMR Enterprise Playbook versus EMEA mid-market versus how are onboarding specialists doing things? What are those key expectations when it comes to value selling? So there’s basically four key parts to that in Accord. The first is an executive summary. What’s the why behind the deal?
How do we have a prompt and best practice based on how our top sellers are selling, so this automates based on every new opportunity that we’re getting? So this will automatically build out this executive summary based on the conversational intelligence, based on the data in your CRM or anything available that you’re connected to.
It can also integrate to any videos, docs, or decks, whether you use other tools like Consensus, whether you’re pulling in content from High Spot Seismic Showpad.
We can house all of that and make sure that you’re sharing the right things, not just with the business case, but with all those assets, and how is it automating and updating the business case? So, here’s our structure for communicating, you know, challenges and solutions.
It’s gonna… automatically use that conversational intelligence and data that you have to fill this out and keep it updated. So all the annoying things that you’re probably banging your head against the wall of, why aren’t my sellers doing this? Why don’t we have a clear why?
Why are we selling features and functionality, not the general business solution? Here’s how to make sure that is automated. Same thing with mutual action plans.
Again, I don’t think there’s a sales leader around that says, I don’t want my team using, you know, whatever you call it, joint success plans, mutual action plans, close plans, how do we build that into their customer journey?
How do you automatically complete these based on the calls and the emails happening, and how do you make sure you’re not skipping any key steps as part of the you know, initial discovery or POC process. It’s also all the resource management, stakeholder mapping, team page, etc. So you set this up, and how does this kick off?
Basically, from Salesforce, let’s say I have an early-stage op with Stripe here. and I, you know, got on a great first call, or came inbound, I move it to stage one, it’s automatically gonna grab that playbook based on the deal size, segment I’m in, geo, and fill out all that information in the playbook to create a brand new opportunity from.
And talked a little bit about, in terms of our philosophy that needs to be tied to your methodology, within your Accord environment, you can actually set up your agents with that methodology.
So whether you’re a medic shop, or spiced, or Force Management Challenge, or whatever it is, you can ingest all of those playbooks and best practices, so the outputs of the prompts I just shared from that value selling methodology is going to automatically uploaded that, in addition to, again, all of the information from your CRM, conversational intelligence, any of your data providers, all of that good stuff.
So, again, it’s less AI slop and more specific to how you actually want your team to be engaging with your customers. So, let’s go into… my Accords here, and I should have… That’s Stripe… Yeah, marked it as complete. Here we go. Core URL. So it’s gonna be, again, creating… maybe I’ll pick an example one here with Greenhouse that we created.
So it’s gonna be filling in, all of that information. So you saw before we had this, this playbook, which is basically the architecture and the prompt, and it’s going to be filling in all that information based on what’s available.
So it’s doing the research and said, hey, they’re trying to get to $400 million, maybe based on a call or information online. It’s pulling in my, my videos here, any consensus docs, and then it’s filling out, see, they’re trying to go from, you know, for example, $200 to $400 million, and how are they going to get there?
It’s also pulling in the previous conversations here. So there’s two example calls that are in here with different stakeholders. It’s going to actually add those stakeholders who are on the call. to this pre-built stakeholder map, and I can accept them, and I’ll even say, like, hey, why is it recommending this person?
So you can see on the previous call here, it’s pulling up. greenhouse follow-up ROI, why this person is being recommended the stakeholder map, and I can accept or decline it. It’s recommending next steps based on those calls. So, clearly, this was, you know, potentially brought up on this call, understanding why deals are stalling with this AE.
I can decline or accept this and put it into my mutual action plan. It’ll start off as internal to make sure that I want to choose, again, the human in the loop. Do I want to externalize and make it visual to everyone, and set that as a task to do next Wednesday?
And every new call or new piece of information will actually automatically update the recommendation for the executive summary, resources to add, and different stakeholders to engage with.
It’s also bi-directionally syncing to my CRM, so if my marketing team is working on finding key new stakeholders, it’s going to recommend them here, and it’s also using AI and agents to recommend who the key people are.
So, Samir, CRO, how do I make it really easy to find that person and engage them on the deal, instead of going to all these disparate Data sources, so it’s using intelligence to kind of, again, make those proactive recommendations. where I’m working with my customer.
I’d say the last part, and maybe most important, is what we call execution criteria. How are we scoring our deals? This isn’t a forecast score, this isn’t likelihood to close, this is how well are we executing to those best practices as a company.
are we making sure that we’re doing strong qualification, engaging with the right stakeholders, have a strong business case, doing the tech validation, and making sure we’re not skipping any of those steps. So right now, I’m not doing an awesome job, I’m probably skipping a bunch of steps in this example demo here.
I’m getting a score of 25, and I can understand, looking at these criteria, what am I missing? So, maybe I don’t have a killer business case, maybe I’m skipping a key step, maybe I’m, you know, lacking a bunch of key stakeholders in here that’ll increase my score and help us get a better understanding of following that. winning process. Cool.
Well, hopefully that was a helpful overview. Julia, curious if, any leading questions that would be helpful to dig in here.

Julia Nimchinski:
Super helpful. One of the questions that got submitted here, is across your customer base, are there certain methodologies that outperform others?
Ross Rich:
That’s a really good question. I heard this quote the other day that I loved, which was, the best methodology is the one that you actually use. And I think when I talk to a lot of sales leaders, they’ll say, oh yeah, like, I’m, you know, I’m a force shop, I’m a spice shop, I’m a challenger.
But then they’d be shocked to see, in live conversations with their customers and on deals and with renewals, they’re not actually leveraging that methodology. It’s like this internal theory and idea, but it’s not actually in practice what’s being used. So that’s why, again, I love that quote, is like. you kind of squint, and they’re all the same.
There are certain ones that are maybe better for enterprise versus transactional But again, that 99%, you know, impact, I think, is really from sticking to something, having that shared language of how we talk about deals and how we execute, and it’s less about the which one, and more about actually sticking to it and operationalizing it in the flow of work.
Julia Nimchinski:
And we have someone here evaluating Accord alongside Gong, and the question is, where do you think a chord actually complements the Gong, or are you, like, adjacent players? Any commentary?
Ross Rich:
Yeah, good question. I think there’s so much overlap of go-to-market tech tools. Everyone wants to be, like. the outreach tool, the forecasting tool, the conversational intelligence tool, the account planning tool.
I think where we’ve really stayed focused is, how do we… again, translate the theory of value selling and methodology into these customer-facing assets from that mutual business case, joint execution plan, shared resources, and stakeholder mapping.
So we don’t compete, we don’t have a conversational intelligence tool, but we do is take in, whether it’s Gong or Zoom or Chorus, use that conversational intelligence, maybe I’ll share my screen again. to execute better.
So we’ll automatically add those calls to the shared workspace, and use the insights from them to drive better stakeholder mapping. Two, drive recommendations around the next step on the mutual plan. Two, update the executive summary around the right why behind the deal.
So you can see, again, in, like, the stakeholder map, these people are being recommended because they were either on the call or got mentioned.
So let’s say, you know, hey, Julia and Sam are really key people to talk to during the sale because they own XYZ, is everyone going to go back and listen to that, or are you happening to take the notes at the right time?
Or do you want a system to say, hey, here’s exactly what they said, here’s why Tyler and Sam and Julie need to be part of the deal, and… you’re accountable now to looping them in and being proactive there.
So that’s kind of how I see that kind of 1 plus 1 equals 3 situation with conversational intelligence or any tool that you’re using, is how are we executing based on that information, not just having more things to… to review after?
Julia Nimchinski:
Yeah, and on this note, Ross, folks are asking for your recommendation if, say, a company’s sales process isn’t really, I mean, well put, to begin with. Yeah. Should you display something like a cord?
Ross Rich:
Yeah, I would say… you know, not to undersell Accord, you need to have the right people in place. You need to have leadership that believes that there should be a repeatable, easy-to-operationalize sales process. So, people. Then you need to process, like you’re asking, what’s the playbook? What’s the winning process? Do we know what that is?
And then you deliver technology and AI and agents to run on that. Without the right people, in terms of leadership and the culture you’re gonna run, without a strong point of view of the process. what are these Autonomous agents running off of, right?
Like, you know, we’re not quite there to say, like, you know, click a button and we’re gonna, you know, know exactly your methodology, know your customers perfectly, blah blah blah. Like, I think anyone selling that, you know, is, you know, selling vaporware. You need the right culture that cares about it.
You need the process then delivering a cord. I will say, using technology, though, and agents is a great forcing function. If it is a priority to get there. how do you fill in those gaps?
And I don’t think there’s anywhere in the world that, you know, the right… the smart people wouldn’t confidently say, I have the perfect winning process to put in place.
But again, I think it’s this great forcing function to say, if it’s important to get to repeatability, if it’s important to show up to customers in a value-centric way and have this aligned across your customer journey. here’s what we’re missing, and working with a company that can put that in place.
I’d also say that If you’re doing upmarket sales, you should be thinking about your solution as, like. a part of the… a small part of the net solution. Who are you working with?
So again, going back to, okay, you need your conversational intelligence, you need a, you know, a CRM with the right data, you need, you know, XYZ, and so yeah, part of that is, you know, we make recommendations to awesome playbook and process companies to partner with on delivering this solution.
I think that in the world of agents, you need to play well with others, you need to have killer APIs and MCPs. And not just from a technical solution, but also into, some of those consulting companies that can kind of partner on the forward-deployed aspects of, of solutions.
Julia Nimchinski:
Ross, folks are asking about the return on investment, our recurring question, and honestly, on the promotion cycle of the event. There are a lot of players that are really loud about autonomous everything, and we do want to address this. Looks like, you know, the KPIs, ROIs, they change almost, like, every quarter.
The art of the possible of, you know, AI agents, autonomous agents. So, being, you know, one of the leading vendors. building this technology, evangelizing it. How would you describe the state of return on investment?
Ross Rich:
Yeah, with… well, one is, I think there’s a lot of bold claims being made from, you know, agents and intelligence, you know, 3X, you know, 300% gains on productivity and this thing and that thing. I think if there was that silver bullet, you know. I think it would be very obvious, and you know, we’d be seeing that.
I think one of, you know, how I think about Accord is, there’s kind of three levels to when we’re talking about return on investment with customers. One is, what’s their annual plan? hey, we want to grow from, you know, $600 million to $900 million next year of annual recurring revenue. Here’s how we’re going to get there.
This is what our win rates need to be. Here’s our sales capacity, here’s what our deal velocity needs to be, XYZ, here’s our benchmarks, and here’s where they need to move. Great. Where a core can fit in is, okay, looking at those deals, where are we winning, where are we losing?
Do we have enough… you know, are deals slipping because we’re missing key stakeholders? We’re not high and wide enough. or our top reps are winning 30%, 40% larger ACV deals because they have a killer quantified business case, and deals are 40% lower because we don’t have that.
So how do we look at these leading indicators and actual behaviors of people on the field to tie to those numbers, and we work backwards from things that we’re hyper-confident that we can deliver to ladder up to those ROIs? I’m a big, you know, under-promise, over-deliver person, being in sales my whole career.
I want to make sure the nuts and bolts we understand of what’s gonna change from using Accord, and how do we ladder up, instead of just saying, oh, you’re gonna have a, you know, 80% more certainty of hitting that, you know, $600 to $900 million dollar goal. It’s like, why? Oh, because we’re gonna impact your win rates and deal velocity. Oh, how?
Well, using Accord, we’re gonna guarantee that reps can’t move deals from stage 3 to stage 4 and finish a POC if they don’t have their own ROI or key metrics to drive a deal. Or if you’re not talking to a C-suite executive on deals above $250K, we know that you only have a 10% chance of winning that deal.
So how are we thinking about… I think about ROI just getting way more into the weeds instead of these, like, you know. yeah, 3X sales productivity, you know, this thing, that thing, it’s like, what are you actually changing on a day-to-day basis for this sales team? How are you driving additional capacity?
How are you getting more people and the right people looped into deals? How are we taking your conversational intelligence and forecast information to drive better customer conversations? The other thing that’s more anecdotal, that’s less, I think, like, numbers and ROI, instantly you’ll see the feedback from your customers.
Because Accord is a client-facing tool, not just, you know, internal CRM information or data. You’ll hear instantly from your prospects and customers saying, wow. I wish other vendors, and I even wish our own teams were selling or onboarding this way, because I can see exactly where we’re at.
I can help have conversations with my team internally, because you nailed, you know, that collaborative business case that I can share. Or we have exactly what we’ve done so far, what we’re doing next.
or you really help me understand who on my team needs to be involved from a resourcing perspective, so I can, you know, give my team confidence that we have the right people looped in.
So, yeah, on top of just the dollars and cents and ones and zeros, I think it’s very obvious with something like Accord, once you deploy, just hearing that feedback from your field and from your customers and prospects about how much easier it is to work together when you have something like, Like, the solution.
Julia Nimchinski:
Ross, as a founder of, you know, one of the leading, again, autonomous AI Agents technology, it’s just even hard to put it in a certain bucket or a category, to your point. You know, do you compare it with Gong, or, you know, name your player?
Now, everybody’s changing, reshaping, and it is exciting, but, Looking ahead, there was this context graph manifesto, I’m sure you’re familiar with the work. How do you see the future of the category, and what category are you betting on replacing the CRM? Or, you know, capturing the decision logic, Tell us more.
Ross Rich:
Yeah, no, that’s a great question. I think, yeah, like, from a mission level, again, I think there’s this big convergence of a few players, and where we’re really focused, I think, uniquely is the customer. Like, all of these agents, all of this intelligence, what’s the point of it? What’s the point of more data?
What’s the point of more intelligence? It’s to drive better outcomes for our clients. And so that’s why, again, I’m really excited about being at the forefront of the thing that is exposed to your prospect, the thing that’s exposed to your customer, because that’s where the rubber meets the road.
I don’t think that there’s gonna be, you know, these millions of agents going out and just talking to the seller agent, talking to the buyer agent.
I think it’s gonna be helping salespeople do a better job, and in that moment when they’re engaging, there’s, you know, there’s all these amazing stats, you know, from Gartner and others about, like, how much time is your prospect or customer actually spending with you versus internally on these projects?
I believe the last percentage was 17% talking to vendors, and then again, usually it’s probably 2 or 3 vendors. So, you know, do the math, maybe 5 or 6% of their time talking to you. How do you make sure you’re differentiated during that engagement?
How do you make sure that you’re coming out with the best hypothesis for them, that you have the right people involved, that you’re sharing the right resources at the right time, that you have the right next step?
that’s where, you know, I see Accord in this unique category of delivering on the outputs from all of that, you know, amazing information and working with these other players in the space to drive that better customer outcome.
And honestly, I’ve been surprised to see how few people are really focused on the customer engagement side, and where, you know, again, your selling team is engaging with the buying team, versus just more and more information, information, information, I think there’s this huge overload to sellers, to SCs, to onboarding specialists, to CSMs of, like, great, now I know you know, that this person’s married to this person, and they live here, and, you know, they have a dog, and, you know, all this business insights.
How do you actually use that to have better results, both for your company and for your clients? And that’s where, you know, kind of we live, and I’m really excited about this growing category.
Julia Nimchinski:
scale it with AI SDRs. I’m just joking. Folks are asking about the implementation, and is this something that teams can actually, you know, set up in weeks, or how much longer, like, you know, would you compare in mid-market to enterprise rollout? How much time on average, does it take, yeah?
Ross Rich:
Yeah, we talk a lot about this with our implementation onboarding team, in terms of how do we get How do we both deliver on the long-term vision and value for a customer, which is, this is how you operationalize your entire value-selling journey from account planning to renewal expansion?
But how do we make sure, in the first couple months, we can actually deliver value instead of spending, you know, 3 or 6 months getting all the systems set up? So what we try to do is. What is the hair-on-fire problem? Is it we’re not converting from stage 2 to Stage 3? Is it we’re losing late-stage deals?
Is it we’re not onboarding customers successfully so that they’re churning or not upselling? What is that key part of the playbook to focus on, and getting live as soon as possible with that leadership team?
then usually what you’ll find is they have a ton of success, and you get this bottoms-up momentum and energy from the rest of the organization clamoring to be like, when’s our chance to put our part of the process into Accord and have it running autonomous with agents supporting our team?
So that’s kind of what we focused on, is like, okay, what’s the vision with the customer? What’s the big picture? But how immediately in month two, month three. they’re fully live with a key part of this customer journey that’s actually impacting their sellers and their customers.
So, usually, honestly, sales gets the most attention, that net new business side of things. So usually it’s nailing the sales side of things first, so either driving more pipeline or higher win rates. Then it’s down the line, okay, well now, does the implementation team get access to all of this context in the collaboration space?
Then CS and account management for renewals and expansion, so… That’s… that’s usually the… the journey, but it’s funny, we have… a lot of our customers have a ton of scar tissue working with other go-to-market teams and projects previously, where, yeah, it takes them, they sign, you know, a one- or two-year deal, and it takes them six months to get onboarded, and it’s like, well, that’s, you know.
50% of the value we thought we’d get is spent on just, you know, getting something stood up.
Julia Nimchinski:
I have one question here about actually distilling, you know, marketing from the actual sales reality, and the question is, if you can share some of the lessons you’ve learned from bringing Accord agents into real sales workflows, and what would your advice be, you know, to sales leader, What should they understand before getting started?
Ross Rich:
Yeah, I think focusing on the job, like, from a product perspective, think about the job to be done versus the technology.
I think there’s, like, so much of this, like, shiny tool syndrome out there of, like, let’s get agents live, let’s do this, and they’re not really thinking about what is the gap we have at a business, and again, thinking through that customer-prospect lens, and working backwards from there. So let’s pick an example.
Let’s say we’re super single-threaded on deals in our mid-market and enterprise team. Do we start with, who are the people we want to engage? What part of the pro- what time in the process do we want to engage them? What’s our messaging value prop to them? And then getting a tool technology agent to reinforce that?
Or are we starting with the tool and skipping all of that stuff, and you’re not going to get the outcomes you want, because you’re not going to be feeding into the tool, technology, process, that understanding you have about your client. So, that’s kind of, you know. how I think the best leaders are thinking about it.
They’re starting with what’s the business challenge, what’s that ideal solution, and picking the right technology and process for that. And again, you know, we’re having this webinar, and everyone’s excited to be here because we’re talking about agents.
But still, at the end of the day, you need to nail that key business challenge, think about it from the customer lens, how are we going to add value, and architecting the solution and the agent based on that. And I think I’ve seen a lot of people just, jump in with solutions first, and maybe miss the mark on the outcomes.
Julia Nimchinski:
One more question here, has a customer ever used a cord in a way you never expected?
Ross Rich:
Yeah, all the time. Started, you know, solving the problem I had, you know, from my previous organization, and what I was passionate about, and I think I’ve been surprised, like, I came mainly from the sales side. Sales and implementation, like, all the post-sales use cases, I think, have been really, really cool to see.
Like, how do we thread that understanding of the customer of what we promised them and how we implement them to the renewal and expansion conversations?
I didn’t realize how little context post-sales teams had about the customer and the sales journey, and so they feel like they’re constantly asking them the same questions, they’re doing rediscovery. They feel like if they’re a client, they should know all this stuff.
So that’s been really cool to see, is all the post-sales use cases of, like, how do you take that information that we used from the sales motion, and they don’t feel like they have to, like. yeah, re-ask the same questions over and over again, as well as those overlay teams, like a solution consultant, or for a deploy engineer.
They’re doing their thing, which is typically, like, very separate, I think, from the collaboration with the main AE, and this is kind of bringing all those parties, together to provide a better experience for the client.
Julia Nimchinski:
Again, phenomenal session. Thank you so much, Ross. And what’s the best way to connect with you, for everyone watching? Should they go to a court, or to you personally?
Ross Rich:
Yeah, feel free to hit me up on LinkedIn, just Ross Rich, type in Ross Rich and Accord, I’ll pop up, and feel free to hit me up, and happy to chat about all this kind of stuff.
Julia Nimchinski:
Awesome. Thank you.
Ross Rich:
Cool. Thanks, Julia. Appreciate it.