"I would hit reset on this notion that you have to go all in on performance marketing or brand marketing. It really needs to strike a balance of both." - Christina Thelin, CMO of CarParts.com
"I would hit reset on this notion that you have to go all in on performance marketing or brand marketing. It really needs to strike a balance of both." - Christina Thelin, CMO of CarParts.com
On this episode of Time for a Reset, Marketing Podcast: Insights from Global Brand Marketers, brought to you by Overline, host Nick King sits down with Christina Thelin, CMO of CarParts.com, to explore the future of marketing leadership. Drawing on her experience at P&G, Visa, Google, and Twitter, Christina shares actionable insights on blending performance and brand marketing, managing first-party data, and the smart way to integrate AI in workflow processes. She also discusses how CMOs can prove their value to internal and external stakeholders, build agile team structures, and evaluate tech investments that drive efficiency. This episode is a must-listen for marketers aiming to lead with clarity, creativity, and commercial impact.
Tune in to learn more about:
Christina Thelin is the Chief Marketing Officer at CarParts.com, bringing over 20 years of experience leading marketing and growth strategies at companies like Google, Twitter, Visa, and P&G. A results-driven executive, she excels in scaling brands, managing complex P&Ls, and building high-performing teams across retail, tech, finance, and CPG. Christina’s expertise spans eCommerce, CRM, loyalty, and communications. A Cannes Lions Grand Prix winner and Marketers that Matter finalist, she blends business acumen with a passion for design, wellness, and customer-centric innovation.
Christina advocates resetting the false dichotomy between performance marketing and brand building, emphasizing that successful marketing requires both art and science. Modern marketers must master storytelling that connects emotionally while leveraging data-driven performance strategies to cut through the noise and today's cluttered messaging landscape. At CarParts.com, they achieve this balance through dedicated but collaborative brand and performance teams that work together from initial consumer insights to campaign execution. The approach starts with understanding customer needs and problems, then crafting compelling brand narratives before optimizing distribution through performance channels. This enables the company to create marketing that drives emotional connection and measurable results.
Christina shares how CarParts.com adopted a "light" version of media mix modeling through Fospha to gain holistic marketing measurement without a massive investment. The solution provided attribution across channels from YouTube to paid search, enabling data-driven optimization of their marketing mix. Through incrementality testing and turning channels on/off, they proved the impact of brand campaigns on overall performance, including paid search results. This pragmatic approach to measurement helped convince leadership of marketing's value while identifying opportunities to shift spending, such as moving budget from TikTok to Facebook based on audience insights.
Christina emphasizes taking a measured and strategic approach to AI adoption rather than viewing it as an immediate replacement for human marketing capabilities. While AI can accelerate tasks like copy development and media optimization, she stresses the continued importance of human oversight and creative direction. The company carefully evaluates AI applications across paid media, creative development, and customer service, always maintaining human review to ensure quality and authenticity. This balanced approach allows teams to leverage AI's efficiency while preserving the human elements that resonate with customers. The framework demonstrates how companies can smartly integrate AI while avoiding the pitfall of over-automation.
CarParts.com has developed a sophisticated hybrid model that leverages both in-house and agency capabilities for maximum impact. Their 40-person in-house creative team handles high-volume execution while agencies drive big creative ideas and media strategy, creating an efficient balance of capabilities. This approach allows them to maintain quality and fresh perspectives through agency partnerships while scaling execution cost-effectively in-house. The model demonstrates how companies can structure marketing operations to optimize innovation and efficiency while preserving resource flexibility. Organizations can leverage their strengths by clearly defining roles between in-house and agency teams while avoiding common pitfalls.
Christina describes how the modern CMO must act as an "orchestra conductor," coordinating across functions while fighting for resources in an often misunderstood role. Today's CMO must combine financial acumen, data expertise, and creative storytelling capabilities to drive measurable business impact. The position requires agility and future focus as marketing's scope continues expanding beyond traditional boundaries into technology, data science, and business strategy. Success demands the ability to prove marketing's business impact through data while maintaining creative excellence and consumer connection. This evolution requires CMOs to develop broader business and technical skills while staying true to marketing's core mission of driving customer relationships and growth.
In discussing personal development areas, Christina emphasizes the critical balance between evaluating new technologies and maintaining strong team leadership during uncertain times. Modern marketing leaders must carve out time to assess emerging tools while being empathetic leaders who can guide teams through industry evolution. She stresses the importance of protecting marketing's strategic role and customer relationship ownership even as traditional responsibilities shift to other departments. This dual focus on technology adoption and people leadership enables marketing organizations to evolve while maintaining their core strategic value. The approach helps teams navigate change while preserving marketing's essential role in driving customer experience and business growth.
Christina – 00:00:01:
The CMO role is one of the most challenging because it’s often the one that’s most misunderstood. It gets confused for sales. It gets confused for growth. And so as a CMO, you really have to take it upon yourself to define what it is you can do for the organization. And then I really see yourself, see the CMO as almost the leader of an orchestra. You’re having to communicate across channels. You have to bring disparate ideas together. And then you’re having to try to fight for dollars that are oftentimes the most overlooked.
Nick King – 00:00:37:
Welcome to the Time for a Reset Podcast, where we interview senior marketers on the big issues of the day and how they’re dealing with those challenges in an ever-changing landscape. We deep dive into the latest trends, strategies and tactics that will help you stay ahead of the curve and stand out in a crowded marketplace. This episode is hosted by me, Nick King, Global Practices Lead at CvE. Let’s get into it. Christina Thelin is an accomplished executive with a proven track record in commercial leadership and strategic marketing. Currently serving as the Chief Marketing Officer at CarParts.com, Christina has played a pivotal role in driving the company’s grace through innovative marketing strategies and a deep understanding of consumer behavior. With broad experience spanning multiple industries, Christina has helped key positions at leading companies such as P&G, Visa, Google and Twitter. This diverse background has equipped her with a comprehensive understanding of what it takes to build businesses and drive growth whilst connecting with customers through compelling brand storytelling. Christina is adept at leading cross-functional teams and initiatives, allowing her to develop her keen abilities to see the big picture while executing on detailed plans. Her expertise in digital marketing, brand development and customer engagement enabled her to navigate the complexities of today’s dynamic business landscape effectively. She holds an MBA from UC Berkeley Haas School of Business and a Bachelor of Science degree from USC’s Marshall School of Business. Christina, welcome to Time for a Reset.
Christina – 00:02:03:
Thank you. So happy to be here today.
Nick King – 00:02:06:
Great. So where we always start, if you could have a magic button, what would you hit reset on?
Christina – 00:02:13:
Yeah, I would hit reset on this notion that you have to go all in on performance marketing or brand marketing. It really needs to strike a balance of both. And I thank my days at P&G for teaching me that, that you can’t have really good storytelling or really good performance marketing without both. I’ve always said that the best marketing and the best brands in the world. Do that really well. It’s both an art and a science. So yes, you can have the smartest people in the world getting to the most refined performance marketing tactics, but without combining that with strong storytelling that really connects to the heart of the consumer, you are not really going to break through the clutter. We know we are living in a very cluttered landscape in terms of advertising and media channels and just the opportunities that brands have to reach different consumers. So you really have to take a step back, figure out what is it you want to communicate to consumers at the heart of what you’re doing? What are you solving for them? I always like to think of brand storytelling as, you know, think of your brand as a superhero. What are they doing to save the day? And what emotion are you trying to evoke in your consumer and then work backwards into the story? And then from there, you can apply all the science in the world to reach them at the right time at the right place.
Nick King – 00:03:37:
I love that as a perspective. And given that, how do you ensure that brand and performance marketing are acting as complementary rather than competing at CarParts?
Christina – 00:03:46:
There’s a few different ways that we do that internally here at CarParts. One is structuring the team and such that we do have a performance marketing team, an immediate planning team, and separately a brand team. And so they work independently, but also collaboratively together. So we always start, I call it marketing 101, where we start with understanding the consumer insights. What are their needs? What are their problems? What solutions do we need to deliver? And then we actually go and do consumer insights testing, which we do through a platform called The Test, which has been really helpful for us to get those consumer insights that then lead to advertising, you know, coming up with a creative storyline. And then that gets handed over to our performance marketing team to figure out where to reach consumers from a distribution standpoint. And it starts with collaborating from the get-go. So the performance marketing team is involved in the brief development. And then the brand team is involved in making sure that it gets distributed across the right channels at the right time.
Nick King – 00:04:53:
And how have you leveraged your experiences from P&G and Visa and Google to sort of bring that to bear in the CarParts world? You mentioned P&G a moment ago, but I’m kind of always curious to see how those huge CPG brands sort of influence an online platform to sort of create the focus.
Christina – 00:05:14:
Coming to CarParts, I feel as though my career is coming full circle. I started in CPG and then I went to kind of big brand building at VEAS and then Google, which was very tech. And then now back to CarParts, which is an online retailer. And it sort of brings everything together into this beautiful package. So when I worked at Procter & Gamble, we were very focused on bottom line metrics. You really learned as a marketer how to become a general manager. And so it all comes down to the bottom line, really understanding what’s going to drive the strongest ROI within a very small and efficient budget. Whereas at VEAS and Google, you had massive budgets. Measurement was there, but maybe not as specific because you’re really focused on brand building, so to speak. So I always say it’s really come full circle. And I feel like I’m pulling from all of the different experiences that I’ve had to get to where I am today. With CarParts, we’re focused more on the lower funnel. If you think of the marketing funnel as top of funnel, middle funnel, lower funnel. You know, when people are coming to buy CarParts, they are coming there because they have a specific need. People don’t. There are some enthusiasts who will go and buy certain CarParts to trick out their truck or to enhance performance. But largely, we sell collision and mechanical parts that people need when they’ve been in an accident or they’ve broken down their car. And so we are very focused on performance marketing, Google search, you know, now OpenAI. How are we enhancing our SEO to be the first product that comes up? Because there isn’t much product differentiation. So one of the things that I’ve been working on at CarParts is to expand the media mix. We’re a 20-year old company. And so some of the experiences that I’m bringing in from P&G and Visa are we actually need to do more of that brand building in order to create a stickier customer experience, bring people back and increase loyalty, ultimately drive lifetime value in a way that the team hasn’t previously thought before.
Nick King – 00:07:26:
Yeah. And you touched on this a little bit in the previous question, that data is becoming so powerful and it’s been powerful for so long. And you’re clearly very focused on it because of all the work you do at the lower end of the funnel. But how do you sort of balance that with building those meaningful brand connections? How are you sort of thinking about data when it comes to brand equity and performance and pulling it together?
Christina – 00:07:53:
Yeah. So prior to me joining there, the team really wasn’t doing a lot of measurement outside of the results that they were getting from our Google partnership. And so since I’ve started, we’ve implemented media mix modeling, which really allows us to measure attribution across the board, whether it’s from a YouTube video that we’ve played or paid search ad or, you know, TikTok ad. And so we’re starting to see the ROAS across the board. So that’s been extremely helpful. We’re also starting to do incrementality testing. So really understanding how does someone looking at a video on YouTube impact a consumer two or three months down the line and really looking at micro conversions along the path to conversion. Another thing that we’re doing is starting to just do a lot more A/B testing. I know that’s been around for a long time, but just doing, you know, match market testing, leaning on our partners like TikTok and Facebook to help us do brand lift studies. And so all of these different data points start to paint the picture of what’s starting to drive the needle. We’ve also tested turning certain channels off just to see what the impact would be from not doing something. So last summer, we launched our first brand campaign across social channels. And at that point, we hadn’t had media mix modeling implemented. And our leadership team was a little bit weary about whether we should continue with doing this. So I said, okay, let’s experiment turning those channels off for three, four weeks. And we saw a steep decline even across-paid search when we didn’t have that full picture of marketing channels and marketing touch points that were reaching consumers at the point of need.
Nick King – 00:09:37:
That’s really interesting. I’m always interested to see when brands implement something like how much work they have to do to convince people of the value. It used to be, well, I’ve got my Google stats from AdWords, so I’ll just use that. How did you go about sort of convincing everybody to embrace the MMM as that single source of truth?
Christina – 00:09:58:
Well, maybe this is sharing too much, but we’re actually using a media mix model light. It’s a company called Fospha, F-O-S-P-H-A. I’m not getting paid to say this, but they came to us through one of our social media partners and they offered a six month free trial. And so it was kind of a no brainer. It was it was simple for me to say, hey, there’s a simple line of code. I will say it’s not a perfect media mix model because to your point, that’s quite an expensive lift and something that our team couldn’t stomach. Our leadership team couldn’t stomach, especially just given where we are with the business. And so this was something I said, you know, this gets us at least a little bit closer to giving us a full media mix modeling picture, but it’s giving us data that we’ve never had before. And the leadership team is really appreciating this. And we’ve been able to make some significant shifts even across social channels. We were investing heavily in TikTok. Now we’ve shifted a significant amount over to Meta because our audience tends to be a little bit older, male dominated, 50 plus. So we actually have a very large Facebook audience, which coming from my background, that’s somewhat unusual, especially in today’s age. You usually see people on TikTok or Instagram and here it’s Facebook. So we wouldn’t have known that without this media mix modeling light. So I call it a step in the right direction. We’re dipping our toe in the water, but it’s getting the management team on board. So highly encourage anyone to check out platforms like Fosfor or something like that to help you get there. And, you know, even after the free trial, it’s quite low investment level compared to some of those, you know, very intense media mix modeling measurements, tools that are out there.
Nick King – 00:11:48:
Oh, that’s a great case study. I’m sure they’ll be in touch to put that on their side. You talked a little bit about data, and I’m always interested in brands’ approach to their consumer data strategies. And sort of whether it’s second-party data, zero-party data, how are you starting to sort of view those partnerships and where you can access data? And I guess with that, on the edge, it’s what is our approach to privacy and trust with our consumer base? How are you sort of thinking about that at the moment?
Christina – 00:12:19:
Yeah, we are thinking about it pretty significantly. I’d say we’re moving in the right direction in the sense that we’re starting to work with our first-party data that’s been captured as part of our CDP, which is part of our email service platform. We have about 13 million consumers in our customer database, which is pretty extensive for a 20-year-old company. And so we can pipe that into channels and then start to create lookalike audiences from that. So we are starting to lean on that heavily for targeting purposes across all of our paid and organic channels. And I think for us, the biggest opportunity is to create a more seamless and cohesive customer experience, even across our own channels. Right now, there’s an opportunity to do more across our website versus our email channel versus our app channel. We were still very much independently creating copy and advertising, but we haven’t created one customer profile across channels. So for me, personalization at a more granular level and leaning on things like AI will help us get there. But it’s definitely more of a test and learn your way forward as opposed to just going all in at once. A lot of that has to do with our tech stack and how we’re structured and the ability of changing certain things very quickly and other things a little more slowly.
Nick King – 00:13:45:
They are. You’re not the first company that has a challenge as to how they shift that tech stack and really where it starts to, what will you prioritize in the first instance? I guess that sort of leads me on to, you touched on AI and to starting to use it. I’m always interested to understand, you know, you’ve got that hype over here where everybody talks about the marketers are using AI in all areas and the reality of what do you trust to give to AI in your business and how you start to implement it. What are those sort of challenges that you’re seeing from your perspective about implementing AI and using it within the CarParts.com business?
Christina – 00:14:26:
Yeah, I think it starts with baby steps again. You can’t take a blanket approach to doing everything, but we are starting to apply AI to our paid media mix. We’re starting to, I shouldn’t say starting to, we have been for some time now using it in just developing copy. I think the challenge that we face is that sometimes leadership thinks, oh, especially from a marketing perspective, we can just cut headcount to and use AI. But, it’s not that simple. Consumers are very savvy. They can sniff out AI very quickly. And so we have to be really careful with even copy, just having a person crack it. Yes, you can scale faster. So that part I love and I really lean on and I encourage the teams to use AI to test their way forward. But ultimately, there still needs to be that human touch and somebody reviewing and checking on the work. We’re also starting to use it a little bit in our imagery and creative. The issue is, well, first of all, there’s a rule. We can’t have our products have to be our actual physical products. So we can do a little bit with the backgrounds and change the backgrounds. But that’s really it right now from a creative perspective. And then we’re starting to test AI agents from a customer service standpoint. So we’re making headway into it. But it’s taking a little bit of time just to figure out what’s a useful tool and what’s not. And that’s what I always say to my team is everyone should make AI a part of their toolkit. And, you know, even if you don’t have it on your radar now, go out and test some tools. There’s so many free tools out there. But it’s definitely more of a process to get there versus saying, oh, we’ve turned on the AI switch and now it’s taking over everything.
Nick King – 00:16:18:
Yeah, no, I so agree with that. There’s this perception that you can just press a button and have AI completely through your business. And it’s loads of little micro opportunities that happen. And I think brands that embrace that will do very well. Brands that accept an overnight change are really going to struggle. From your perspective, you’ve talked a little bit about that you have a team in-house. And we’ve been talking about in-housing for so long over the past few years about what we can do with in-housing is inevitable. But different brands have taken a different approach. I just wondered if you could kind of give a little overview from your perspective, where you see that in-housing journey, CarParts and maybe where you see the wider world heading as it stands.
Christina – 00:17:06:
Yeah, for us, we do have an in-house creative team just because we do send out millions of emails every week. And so and we have quite a bit of segmentation as it comes to email. So they they primarily do. It’s a it’s a back office team. Our business is primarily in the U.S. and Canada, but our back office team sits in Manila. So we have our customer service team there. We have a 40 person creative team that sits over there that is doing copywriting. They’re doing creative branding. That said, they I don’t rely on them to come up with our big creative ideas. So we do still have we have a hybrid approach where we work with an outside creative agency to come up with our hero campaigns and our big creative videos. And then our in-house team will take that and then scale the assets. So, for instance, when we were doing our summer campaign, we had our agency, our external agency, develop three hero spots and then some shorter cuts. And then our in-house team took that and created 300 more assets that could scale across platforms. So that’s worked really well for us. We also do our media buying with an external agency. We’ve toyed with the idea of bringing it in-house. Several people have recommended it, but I’ve always found that when you look at the costs, it’s really good to have external expertise. And I always like the idea of bringing in fresh perspective and perspectives that are more on the forefront of technology, especially when it comes to media buying. So we’ve kept that external. Same with our measurement. We do have an in-house data science team that does day-to-day measurement across our business metrics and KPIs. But I do have an external agency to look at measurement. So Fospha, the media mix modeling, that’s external. So, yeah, I’d say we have a hybrid approach. I’m trying to think. We also have an external agency now doing our email marketing. I think some of the benefits of bringing things in-house are, I guess, you can drive short-term savings. But it can get a bit stale and I think somewhat myopic and you’re not really staying at the forefront. So I always like to have a hybrid approach. And also from a headcount perspective, especially in marketing where things can ebb and flow depending on seasonality, I prefer to be able to have a little bit more flexibility with that external partner who can serve us. It’s almost like a true serum at times and work with us on budgets versus pigeonholing ourselves into one team that might start to lose some of that freshness over time.
Nick King – 00:19:51:
Yeah. And I think there’s a huge challenge in what agencies have is a team that can, they can constantly churn through and promote and train and have that. And it’s a big responsibility on a relatively small, as in you’re not trading billions of dollars of media. And how do you give them opportunities to learn and promote and bring that all in? How do you find that talent acquisition in the marketing world? I think some people are finding it seems to be quite difficult at the moment.
Christina – 00:20:22:
I’m sorry, what was that? Finding outside talent?
Nick King – 00:20:25:
Yeah, just bringing talent in for marketing. As you start to think about these, whether you do have an in-house teams, I’m always curious to see how people are approaching recruitment and bringing people into the industry.
Christina – 00:20:39:
Well, we do have a great recruiter, but it is challenging to find talent. We’re located in Los Angeles and there are certain rules, you know, having a hybrid in office approach kind of limits the pool of talent. And so and people are still pretty weary about signing up for a full time job. You know, I think COVID really changed how people approach looking at their careers. And so unless we’re fully remote, we’re pretty limited in terms of our scope. We have had to make some hybrid roles remote. For instance, when I was hiring for head of growth and media marketing, we ended up having to look remotely and we were able to find someone in the Bay Area. And it’s worked out well, but I filled another position remotely and that didn’t work out so well. My background, having worked at tech companies, I’ve actually been working remotely for a long time. So I don’t mind if people work remotely, but it’s not kind of the accepted culture here at CarParts. And so you have to strike the balance of finding people who can come into the office versus remote. So in this case of, for instance, retention marketing, I still have an opening on my team. And that’s when I decided to go with an agency because I simply wasn’t able to find the talent to move that forward with the talent pool that we came across.
Nick King – 00:22:07:
Yeah. As we move through this, we talked a little bit about the sort of technologies, but how do you evaluate sort of and prioritize the technologies that you need to implement within in CarParts? It doesn’t seem like every day there’s a new VC-backed company offering something that will change your marketing business. And it’s a full-time job just evaluating, let alone implementing and actually getting it to the point of execution. What’s your process within CarParts to look at all the different technologies available?
Christina – 00:22:39:
Yeah, it’s a great question. And in other companies I worked at, there were dedicated teams at looking at what marketing technologies we should bring into the fold. We simply don’t have the resources to do that. And so it’s really a team effort. I personally try to attend conferences and industry conferences, technology conferences, just to meet other marketers and hear about what’s working for them. So word of mouth is always very powerful. Another thing is, you know, accepting those occasional cold calls. I always try to at least have a 15-minute conversation with technology partners just to hear what they are doing. And I’m a big proponent of dedicating at least 10 to 15% of your marketing budget to test and learn opportunities. So those are a few of the tactics that we use. And then it’s working internally with a team to rank order them. We try to identify how much potential incremental revenue it will this new technology that we’re potentially bringing on add or drive to the business. And then from there we sort of rank order. We actually just went through that exercise this week where we call it our marketing tech asks. And we list out, you know, the 10 or 15 projects that we’re wanting to get through, which partners we want to bring on. And then we rank order it. And then it’s a joint discussion with our tech team to determine, bring on. And then, of course, finance to get the approval for the budgets.
Nick King – 00:24:05:
That business case is always the bit that is the final piece that often takes the most time. So as we sort of move into the end, you’ve had some fantastic roles in huge companies. What are the most important attributes of the CMO of the future? You’ve seen what was past and when we entered the industry, it was a very different world. I’m always interested to see where people are looking at the future attributes, both for yourself and what you’re expecting to see with your peers.
Christina – 00:24:35:
Yeah, I always say the CMO role is one of the most challenging because it’s often the one that’s most misunderstood. It gets confused for sales. It gets confused for growth. And so as a CMO, you really have to take it upon yourself to define what it is you can do for the organization. And then I really see yourself, see the CMO as almost the leader of an orchestra. You’re having to communicate across channels. You have to bring disparate ideas together. And then you’re having to try to fight for dollars that are oftentimes the most overlooked. So technology or product oftentimes get prioritized over marketing. And so you’re an educator, you’re a finance person, you’re a researcher, you’re a consumer advocate. It’s so many things tied into one. So the CMO of the future needs to be someone who’s agile, who has their eye on the future, because our jobs are so much more than storytelling these days. It’s not just creating a great ad. It’s really being a scientist and a data person and a storyteller and an artist and being able to bring all of these different views together into a cohesive storyline that ultimately reaches the consumer and finally, but most importantly, makes a difference in the business. So you have to be able to prove through data that you are making a difference in the business. And so I’d say someone who has a well-rounded background, I’d encourage you to go out there, try as many different marketing roles as possible, even financial analysis. I actually started my career in finance and then moved into marketing. And every day I thank myself because you can’t do a CMO job well today without understanding numbers and how to drive performance and really grow the business ultimately.
Nick King – 00:26:32:
No, and I think you emphasize that with bringing in the MMM. If you can’t explain an MMM to a CFO, you’re going to be really struggling in your career. And some marketers I’ve worked with can’t, and many of the modern marketers can. And they’re the ones that seem to be doing the best. And then finally, to our listeners, if I could ask you to be a bit vulnerable for a moment, what are you working on yourself to improve and become a better marketer?
Christina – 00:26:58:
Yeah, I think it’s constantly staying at the forefront of technology, as I was saying. There’s so many technologies being introduced on a seemingly daily basis. So it’s striking the balance of running the business, but carving out enough time to test new technologies, to try things out. And then also being a good people manager. I think more so than ever, there’s so much fear in today’s society around job security and being in a disposable role, especially within the marketing field. And so it’s being an empathetic leader, leading with care and concern, even in the face of other leaders within your organization, maybe not having that same approach and drawing strong boundaries around the marketing function. You know, it was very clear cut in the past that marketing owned pricing, product, promotion. Today, product sits in a different part of the organization. Pricing largely sits outside of marketing, at least CarParts. And so how do you start to draw a boundary that makes sure that you don’t lose sight of marketing, which really owns the customer experience at the end of the day and that relationship with the consumer? So, yeah, a couple of things that I’m working on, but still excited and optimistic about the future.
Nick King – 00:28:17:
That’s amazing. I’ve really enjoyed this. Thank you so much for your time. All the best at CarParts.
Christina – 00:28:23:
Likewise. Thank you.
Nick King – 00:28:26:
And that is a wrap for this episode of Time for a Reset, the Marketing Podcast with global leaders, brought to you by CvE. I’ve been your host, Nick King, and I hope the insights from this episode will help you reset and refine how you implement successful change for strategic transformation for your brand. See you next week as I chat with another senior marketing leader. And please follow us or subscribe and don’t miss any future episodes. Catch you soon.
