In this episode of The Seller’s Edge podcast, we talk to a highly experienced e-commerce strategist who has helped countless brands accelerate their growth on Amazon. Erika Van Rampelbergh brings an onslaught of knowledge on leveraging market intelligence to boost sales, avoid costly mistakes, and stay ahead of the competition. Alongside her insights, we talk about her company DataHawk, a trusted analytical data stack and optimization platform used by leading sellers to streamline optimization, identify trends, and make smarter decisions on Amazon and other major marketplaces. Read the full transcript below.
Episode 35 of The Seller’s Edge – Erika and Jonathan talk about:
- [00:00] Erika Van Rampelbergh from DataHawk
- [01:09] The Importance of Market Intelligence
- [02:36] Improving Business Decisions
- [06:48] Impact of Product Variations
- [10:24] Complementing Intuition & Experience
- [12:45] Ensuring Successful Product Launches
- [15:29] Tracking Product Category Health
- [19:36] Benchmarking Competitors
- [22:29] Assessing Investments & Acquisitions
- [27:25] Predicting Broader Market Impacts
- [28:04] Monitoring Positive Trends
- [30:49] Maintaining the Highest Data Accuracy
- [35:29] Recap and Closing Remarks
Key Takeaways:
- Stay Ahead with Market Intelligence: Monitor competitor pricing, market trends, and consumer preferences regularly. Quick pivots can all you to capture opportunities that slower competitors miss.
- Manage Inventory Strategically: Stock what sells by analyzing sales data by region and season. Eliminate slow-movers that tie up capital and focus inventory on proven performers.
- Price for Profit and Growth: Develop pricing strategies that factor in local costs, competition, and long-term profitability rather than simply matching competitors.
- Research Before You Launch: Evaluate growth trends, competition, and profit margins before entering new categories. Profitable niches often beat large, competitive markets with thin margins.
- Focus on Sustainable Growth: Prioritize long-term profitability over short-term sales spikes. Use customer lifetime value and ROI metrics to guide strategic decisions.
- Build Real-Time Market Awareness: Create automated custom dashboards and alerts, like the ones provided by DataHawk, that monitor competitor pricing and market shifts. Quick access to actionable data enables faster pivots when opportunities arise.
Full Transcript of Episode:
ERIKA VAN RAMPELBERGH: I think market intelligence is crucial in order to really be able to understand the market that you’re selling in, the category of product, that you’re selling in, and your competition. Obviously the idea is to be able to be competitive in your markets, to be able to beat your competition, but also to make sure that you can monitor what’s happening. I, mean e-commerce is an evolving market. It changes all the time. Even when you look at like digital marketing strategies, et cetera, depending on which country, it’s always changing, there’s always new things coming out. And it’s very crucial to not only get that data and analyze it prior to launch or prior to just starting to grow a new company, for example, or new product line, but also to consistently monitor it to make sure that you know, you’re always on track and you’re always aware of what’s happening and you know, that will help you get, sustainable long term and profitable growth over the years.
JONATHAN: Yeah, it’s funny because I grew up in the Northeast of America and there’s a saying that if you don’t like the weather, just wait 15 minutes. And I feel like that’s the exact same thing for like ecommerce. Like I feel like every 15 minutes something is changing that you need to stay up to date with and just sort of follow through on. And that’s what that reminded me of. But it’s just like that constant, oh my God, like that challenge of every day there’s something new that you kind of have to be looking at. As far as some examples of business decisions that can be improved with market intelligence, what comes to mind?
ERIKA VAN RAMPELBERGH: I mean there are a lot, of course of business decisions that can be improved with market intelligence. But I would say the four main use cases and the biggest use cases, why our customers come to us and are looking for this type of data. One is launching a new country. So when you launch a new country, you want to know where you’re launching, you want to understand your customers, you want to understand which products sell, etc. So first is identifying opportunities in new markets and ensure your success at market entry by understanding what product and sell and why do they sell. Then second is product development. So what we would also call product assortment, identifying consumer preferences to make sure that you’re developing the best products for them and the best products that meet, market demand. And that could be as an example, to make it a bit more in detail operationally looking at variations, for example. So depending on which market you’re selling in, there are different customer preferences and a product for different size, different colors, depending on a lot of like macroeconomic factors as well, there could be preferences in one market and the other. And you really want to make sure that you hit that right to, well, just basically avoid, not being successful in that market. Pricing strategies, I think it’s the most, well, one of the most important. So once you get the selection. Selection right, well first you need to get the country rights, making sure that you know you’re able to compete in that country even in terms of, in, of brand reputation. Do you know if there are brands that are, you know, really installed or do you feel like a country, for example, is going to be buying more from a, brand that is local than a brand that is international? Are you sure that you can penetrate that market? Then there’s the selection, creating products that customers want and then it’s selling them at the right price. So even if you have the right selection and the right country doesn’t mean you’ll be able to sell them at the right price. So first is understanding which price worked. Are you okay with selling at that specific price? You could have, for example countries where you will have to lower your price, but you will have higher taxes or higher fees, delivery fees, because you’re importing products internationally, et cetera. And so therefore maybe you might be able to sell at the price that the customer wants, but you won’t be making any margin. So is that a good strategy for your business or not? Are you looking for pure growth or you’re also on the road for profitability? So that’s just a question to ask yourself. What is it worth penetrating that market? Also always thinking that you will also have to advertise and market your product. So for example, if you’re going to sell at a lower price, at a low asp, that you have higher delivery fees, based on the country that you’re launching, but you know that you’re going to have, you have high competition within a category and so you’re going to have to spend a lot in advertising to get the product in front of the customer for it to be on the first page of Amazon. You’re going to also have to invest maybe in general marketing or Google shopping spend or things like that. Then your customer acquisition cost is going to be very high. And again, it’s a decision to make, but it’s a decision you want to be informed on prior to launching. It’s not something you Want to figure out once all of your teams, all of it has been done, all the production of the product has been done and the stock is waiting to being sold. And then lastly looking at stock as well. So you want to be able to understand the category in which you’re going to sell. Is it seasonal or not? How are the sales performing? Just for stock intake purposes, you want to make sure that you have enough stock to sell and that you’re not out of stock, but you also want to make sure that you are not overstock, which are going to increase massively your storage cost and therefore lower your profitability in that market.
JONATHAN: Yeah, that’s a great answer. Especially I love that you walked us through that because I think all of those things independent of one another are important. But I like that you like tied them together with how they’re related, and how they sort of impact each other, which is great. I’m curious about, in your experience with the product assortment piece and like looking at variations, have you seen, I don’t know, is it. Do you feel like it’s better to have like fewer variations that are really different and kind of being able to look at, you know, the, the feedback on those? Because one of the things I see is sellers who have like so many variations that are not needed and it’s just like, why are you doing this? Because it’s just creating so much, just logistical complexity and operational complexity that isn’t needed. So I’m just curious, like in your experience, like when you’re looking at product variations, do you find it’s easier to have like fewer or do you think like having 50, you get a lot better feedback and information on.
ERIKA VAN RAMPELBERGH: I think it really depends first on what you’re selling. So what type of products are you selling? Are you selling kitchen appliances? Are you selling fashion, like skirt T shirts? From my experience, what I tend to see is like for example, premium products have less variations and mass market products have a lot of so low ASP products where you’re going to be able to choose from like 15 different colors. Whereas I think for premium products really the focus is on selling one specific product that is worth the price. And all the characteristics would be like thought of before with of course a few variations because everyone has different tastes. So I think, I wouldn’t say per se, I think it would be for everyone to analyze. But in my past experiences, what I’ve seen is that yes, there are a lot of variations that don’t sell and that can lead to huge overstocks for example. It happened I was you know, the, the account manager at some point for one brand that I was working for. And I mean we stayed 2000 SKUs overstock for a year of a white air fryer. Why? Because apparently in the U make market no one likes white air fryers. Everyone wanted the black, so we were constantly out of stock of the black. But we didn’t plan our stocks properly, we didn’t do our research properly, we didn’t go check our competitors. If we would have had access to for example sales estimations, saying okay, before ordering, I don’t know, 2000 units of a white air fryer. That’s going to come from like, you know, another country on the other side of the ocean, and cost us a lot of money if we were able to see, okay, actually like we’re able to see that in the UK market their preferences and product size, style, color is actually, you know, the black air fryer of this size, etc. I don’t have the details on the characteristics anymore. We would have been able to build a better product assortment first and be able to intake the stock that that is needed and avoid. And the strategy after that was just basically promoting, promoting, promoting. And it took a year to sell that product and that we sold at very low margin. So what this story says is that we didn’t do the research, it was a mistake. We didn’t have the right product assortment. We had way too much stock of a product that no one wanted in the market. And we ended up basically, well, spending a lot of resources and trying to sell it and sell it at low margin because we had to break the price.
JONATHAN: That’s a perfect example of an opportunity that was missed because someone didn’t have the data. And I feel like that’s like a great example as far as market intelligence is concerned. How have you seen it sort of complement the intuition or experience with decision making?
ERIKA VAN RAMPELBERGH: Well, I think intuition and experience is very valuable, because you learn a lot of things from experience. But I think what doesn’t experience help with is new changes that can appear in a business environment. And that could be changes in terms of new brands that are launching, new products that are launching by already well known brands. It could be new marketing strategies or new marketing content, ways of speaking to new generations. It could be a lot of things. It could be potentially categories that are less working, becoming saturated, less products are being sold or customers have shifted their preferences from, I don’t Know certain, investing in their homes to investing in their clothes, for example, or things like that. Things that you have market data out there that can help you understand the shift in customer behavior, customer preferences, how our products are evolving, how is marketing changing. And you need to keep monitoring that constantly to make sure that while you’re just, on top of what is the market becoming, to make sure that you continue in the future making the right business decision. So if I had to conclude is of course intuition and experience is valuable, but it’s not going to help forecast the future. And in order to be, to make sure that, you’re always up to date to what is happening. And you’re also supposed to have your teams ready to be able to shift strategies. You don’t want to stay like an old dinosaur. So once you see that something is shifting in the market, if you want to stay a category leader, or a market leader, well, you need to be able to first know that the change is arriving and is happening. And second, being able to adapt very quickly to that change and activate the right strategies to make sure that you’re never left behind.
JONATHAN: That’s a great answer. And then when it comes to successful new product launches, how do you feel that market intelligence can help ensure those or support them?
ERIKA VAN RAMPELBERGH: Well, when you launch a new product, you want to make sure that it’s going to sell. And to make sure that it’s going to sell well, you need to understand what other products similar to the one that you’re going to launch sell. And once you’ve identified them, why do they sell, which types of product characteristics do they have, how are they priced? Do you see, for example, in your category that what sells more is more premium, and in that case you want to put yourself in a more premium space, or is it more mass market or mid market, et cetera. And market intelligence data will basically give you all the data you need in terms of sales, in terms of, market share of top brands, top products over time, in terms of pricing. You’ll be able to access, for example, as well, quality metrics like looking at average ratings, product reviews, et cetera, to help understand how customers are feeling about these products. Is there a gap in, for example, specific product selection where there’s a lot of bad reviews and you could tell yourself, okay, well, I think, you know, I have the resources to be able to build something that is better, that has, a higher quality at the same price. So if I decide to launch well, I’m going to break the market. Because if I offer same price product, same characteristic, better quality, but better quality, better. For example, customer service could be interesting also to understand what type of delivery service, your competitors or sellers on a specific marketplace offer. And when I was working at Amazon and even when I was working at Matomato, which is a European marketplace, after price, the next thing that we would check is delivery in terms of impact of sales. So if you’re not able to deliver fast, customers won’t buy. So it’s also something that can help understanding what products are selling, why are they selling at what price, what is the customer service or the delivery offer that is offered to the customer. And if you think that you can at least match all that, well, it’s a good idea to launch. If you think you can beat it, then it’s a great idea to launch.
JONATHAN: I think that people get really excited when they notice like a huge delta and like a very specific thing like, and just being fixated on that rather than like, hey, like, let’s look at what other things are saying as well, rather than feeling like they should be driven by this one single thing that they’ve seen, which I think is interesting. You mentioned product categories. I’m curious, what sort of data points do you think sellers should be looking at? Or how can you assess if a product category is healthy or declining?
ERIKA VAN RAMPELBERGH: Well first, very straightforward, but I think everyone will think of that as monitoring the sales. So looking at, you know, the category, are the sales growing, are they decreasing? But looking as well at market growth rates, is that category, taking over other categories? For example, when you look at your brand market share in a category, you look if your market share is growing versus your competitors, well, category level, you could look at the same thing. Is a category growing, within a specific ecommerce platform that you’re looking at that could indicate that it’s healthy. So let’s say that number one, the basics is sales. Is it growing or declining? Of course, if you see sales declining, well, I think it says it for itself. It’s not looking like you’re going to do long term revenue growth, except if you really spot trends in the category that you think, explain that the sales are declining and you think that you can see this opportunity to be able to make more sales in that category. Healthy category is not only in terms of sales growth. I think every business is here as well, to make profits. I know there was a time, in the business where everyone was looking for growth, growth, growth, growth. But it tends from what I’VE been seeing in the market that everyone is on profitability, profitability and profitability now because, well, we all know how the market is going. Less investment, less funds, et cetera. And so everyone is on the root for profitability. And a way to make sure that you can be profitable in a category which is very easy and very straightforward is just looking at the price elasticity of the category. So you want to look how saturated the category is normally. It’s the basic offer and demand concept. The more there’s competition in the category, the more it’s likely to have price wars and to have declining average selling prices. And how can you get that through data is just by looking for example at the average selling price of a category over time. You take 2025 or 2024 and you see if you see that there’s a steady decline, in terms of average selling price, I think that’s the first hint to say potentially margins are being lowered for the sellers that are selling in this category. So if I enter this category, this category, I need to anticipate that potentially I’m going to lose profitability down the line. I’m going to have to sell at lower margin, I’m going to have to promote my product to sell it. We all know how algorithms work as well on ecommerce platform. Cheapest products are often put on top not just because the algorithm does it, but because the algorithm takes into account sales and traffic onto a product page. And ecommerce is really a price driven business environments more than brick and mortar. Usually what we tend to see is that customers that shop on ecommerce, they are very price sensitive. And so that could be also a big insight to say, okay, I’m entering category. Competition is growing. I’m seeing new sellers, new brands, new products appearing every day. I’m seeing average selling price that is decreasing. Do I want to enter it or not? Because if you have more products in a category and more sellers selling in it, well, sales are going to increase. That’s why you’re not supposed to just look at sales because obviously sales are going to increase because there’s more products to sell. But then if you see that products are being sold but at a, lower price, it could indicate that it’s a low margin environment.
JONATHAN: When it comes to product launches. What are the risks of not benchmarking your competitors?
ERIKA VAN RAMPELBERGH: If you don’t know your competitors well, you might be led to mispricing, so not having the right pricing strategies, pricing too high, pricing too low. And in that Case just not being able to catch that sale or to catch the customer. It could be also because we always think about losing the sale or not being able to, not being able to steal the sale from a competitor. But it could be that you’re selling at a cheaper price than you could be selling. That actually you could be selling higher because customer intent shows that for that specific price category, they’re able to put 1,000, for example, in a mattress. So an example I had, when I was also working in ecommerce was like, we realized, well, Covid hit, etc. And so price went up in France. And so because we were a marketplace, we didn’t really have any power on pricing. Right. So the sellers that sell on our marketplace set the prices and they told us, well, we’re not able to get any delivery from China. All the boats are booked. I don’t have any booking for six months. It’s now $15,000 to be able to bring a product from China to Europe when it was only $2,000 three months before. Therefore products go up 20%. And example, of how you can see customer intent in pricing. We realized that for mattresses. So bed mattresses in France, anything that hits over the 1,000 mark drops in sales by 30%. And we did this analysis because we didn’t understand at first, and I’m not Even kidding, putting 999.99 changed the customer behavior. So we made an analysis on product categories, et cetera. So we had help from BI teams and data teams and that access all of that data that we’re talking about today. And using that they were able to say, and the internal data as well that we had, using, BI tools etcetera to be able to visualize all these trends, they were able to say, well, there’s a price mark for mattresses in France. For our marketplace, after 1000 drop in 30% of sales, people do not want to spend more or maybe not on the marketplace. Maybe premium. Yes. So they will go to brick and mortar and to famous like French brands and test the mattress and be able to spend more money on these mattresses. But for our marketplace, the hit was 1,000 after we would lose the customer, well, 30% of them.
JONATHAN: So, Erika, we’ve been talking a lot about, I think from the seller’s perspective and individual sort of, examples I’d love to talk about, like, like kind of zoom out a little bit and look at like enterprise perspective on ecommerce. How do you feel market intelligence helps support either Investments and acquisitions?
ERIKA VAN RAMPELBERGH: We’ve had a lot of cases, lately and we’ve been working a lot with like, consulting firms that have investors that want to invest in brands that are big in ecommerce. They don’t have to be 100% ecommerce sellers, but they’re big in ecommerce. So it’s a huge chunk of their revenue and their profitability. And so they need to understand the ecommerce environment in which these brands, are evolving or just purely acquisition a brand that want to acquire another brand or a fund that wants to acquire brands, etc. And they need to understand are they making the right decision. So obviously I think they’re going to start by looking at the different revenue streams of these brands. And if ecommerce is a big one of them, well, they’re going to want to have to access to that market intelligence data to be able to understand. You want to start macro. Is the category, the environment that your brand is evolving it, is it healthy? So coming back, what we were saying, just before is are sales growing? Is there a strong consumer demand? Are there positive industry forecasts? You can also access some, audits on this. Is, is there a healthy, like price elasticity to be able to understand, okay, the brand, even if it’s a top performer in the category, if the category is not doing well, well, your investment won’t go a long way, right? Because you can, you can always be a top performer. But if the whole market is not in demand of that, you know, product or that category anymore, or is losing traction, where at some point you’re obviously going to lose growth. So first thing is that, and second is once they’ve assessed that the category is healthy, has healthy sales, healthy growth, healthy, margins, healthy, competition not driving, you know, they want to assess how the actual brand or business that they’re going to invest in or that they’re going to acquire is doing well in that category. And so they can look at the exact same data, but instead of looking at it at a category level, all they have to do is look at it at a brand level. What’s the market share of the brand within that category? Is the market share growing over time? What’s its average selling price? Do we see that there are a lot of price differences, etc. In this brand to make sure that they’re investing in a brand that is solid and that is growing over time? If you had to think of maybe what not to do or maybe like red flags in terms of what you need to spot, to understand I’m not sure this is going to be a viable investment or I’m not sure I want to put my money there. I think the first thing that you have to look at is the market share. So losing market share potentially, if the category is really highly competitive or saturated, it signal little room for growth. So it depends your strategic or you’re looking to invest in a small company that’s going to have very high growth or you rather to have a more steady investment, but you know that you’re going to forecast smaller growth, especially if the company, if the company of the category is already saturated in terms of competitors in the market. Same with price. We’ve been talking a lot about price. So of course, making sure that they’re healthy margin. But also something to understand as well is once you study the category, once you study the brand, studying the products are the products like you mentioned actually Jonathan, for you it’s lower price with better reviews, the best reviews. While studying the product reviews, if a brand tends to have a large number of selection, usually it’s not going to be their top sellers, right? So you just, you don’t want to analyze just their top sellers. You want to analyze the full catalog. If they have issues in supply chain management, that drive for example, low delivery times, low delivery promise or late deliveries, they can have as well a lot of poor reviews on the product itself, a high refund rate that will generate high refund rates or higher return rates that are costly. And that is very important to check because it means that, well, once you acquire the company or invest in it, you’re going to have to make even more investment to be able to optimize their operations. And you want to know that prior to investing.
JONATHAN: I love that you really just drive down through the funnel from top to bottom. Look at the product category, look at the brand, look at the product. I just don’t think people have that it’s so important. And I feel like people just kind of zero in on a specific thing that they’re looking at at a point in time and they don’t really consider the, the, the broader elements. You know, you’ll see something like a TikTok trend that pushes up sales for six months on a specific brand because an influencer highlighted them. And it’s like needing to the foresight to be like, listen, don’t count on that being there in six months. Like you need to kind of consider like that there are other elements in play.
ERIKA VAN RAMPELBERGH: And something that I can also mention is, because it’s interesting, I feel like a lot of people monitor negative trends, right? But it’s important to monitor positive trends because positive trends will impact sales. And you will need to understand that to optimize your stock intake. I think that’s, that’s maybe an average mistake. For example, like at DataHawk, we have a set of alerts that alert our clients in terms of different, list of KPIs. And the most one when I work with our clients that come to mind are going out of stock as my price decreased, as my competitor price decreased, as my content changed. Meaning like you know, the title broke or things like that and you wanted, you don’t want it to impact conversion rates, which is I think human to think. I want to be alerted when something goes wrong. But we also have a set of alerts and no one actually mentions them when we see it. But I usually tend to say, for example, getting the top seller label on Amazon. Well, for example when you get the top sale seller label on Amazon, it’s known like that it can increase your sales by 20% just getting that label up to 20%. So it’s a huge average, it’s a big average, it’s an overall average. But it shows that just by getting that badge, well, your sales can go up by 20%. But if you don’t know that you got it and you’re not planning your inventory for it, then you’re just going to be out of stock and you’re not going to be able to supply demand and you’re going to be missing this opportunity of incremental sales. So you’re not losing, but you’re not winning either. Yeah, it’s just important to know your environment, know your market, know your competitors, monitor it, every day, every week, make sure that you know what’s happening and just keep making informed decisions based on, based on factual data.
JONATHAN: Yeah, I love that you guys have those alerts because it’s so, you know, you look at so many tools and platforms that will give you data. But like to have something like that that really calls your attention to things is so essential, especially when we’re talking about things changing every 15 minutes and like the rapidity with which, you know, ecommerce happens. So those alerts, when I was looking at the platform and what you guys do, it’s just like so great that you’re able to call things out like that for sellers, especially when you have enterprise clients who have a lot to look at and like may not be able to see everything. So I always thought that that was great. The other piece that I’ve heard you guys at DataHawk are really good at and I’ve heard it from multiple people, so I know that it’s like confirmed now is just the data accuracy. And I was wondering how you if you can speak to how you guys really have refined what you do to get to that point.
ERIKA VAN RAMPELBERGH: Yes, of course, I’m happy to hear you’re getting this feedback. But you know, I think it’s two main things. One is the technology that we have and that we utilize, which is top tier. We’ve invested in top tier solutions basically that you know, allow us to handle the data in a great and efficient way. Everything is done in house. For example, all the data that we get through scraping, all of that is in house technology, our sales estimations as well. So anything related to market intelligence, estimating sales, brands and products, et cetera, that’s an algorithm, that’s built in house. We don’t use any third party. And that helps for two things. One, for the quality. Because we’ve been working especially with Amazon for the last six years now. All of our heads of engineering have been there for the last six years as well. They know everything by heart. We keep updating, we keep comparing ourselves to our competition and monitoring our market as well as a SaaS platform because we have to, we keep comparing our numbers, making sure that you know, we retrain, we reinvent, we innovate. And yes, and also we all know that you know, data is difficult. But if you keep things in house that not only allows to provide accurate data straight away, but also if at some point you know, there’s an issue, we all know data is a very complicated subject and issues can arise. Well we can solve it very quickly to make sure that you know, our customers are always handed accurate data. Again, market intelligence is very very important. We also do it ourselves. We make sure that we compare our numbers to our competitors numbers, make sure that we’re always the most accurate in the market. But there are other as well, other things that DataHawk does. We’re really one stop ecommerce analytics platform. The idea is that we want our customers to be able to have everything all in one. So we don’t want them to have to use different tools to be able to analyze different types of metrics. So market intelligence was one. But we Also do digital shelf analytics, monitoring, share of voice. We also do product detail, page scraping, so content optimization, we have an AI copywriter for example using ChatGPT. That helps to optimize product detail page, that helps with their SEO as well. We also are partners with Amazon and Walmart. So if you connect your vendor, central seller central accounts or Walmart accounts, you can access directly a set of dashboards that will basically have your actual data just for reporting purposes, account health monitoring, et cetera. So we really like the idea is to provide everything all in one so our customers don’t have to use different types of tools. They can just use us for any type of business use case that they want to look at and really as well as to let them visualize data as they want. We really took the stand as a company that every business has different problems, different use cases that they want to look at, different internal operations or just different habits, different ways of working and therefore they want to visualize the data in a different way. And so what we do at DataHawk is that we don’t have an in app kind of static environment where you’re a bit stuck with what our engineers built. You can get direct access to the database, you can query directly from the database. All of our dashboards, you own them, you have edit rights, they can be white labeled. So basically anything can be done in terms of customization and I think that’s mainly our number one value proposition out there is just being open source and being able to get to you accurate data that you can visualize in the way that you want.
JONATHAN: That’s incredible. I feel like you guys have left no stone unturned. It’s just like all there.
ERIKA VAN RAMPELBERGH: Thank you.
JONATHAN: Erika, you have been a phenomenal guest. I feel like you’ve given us a lot to think about. You’ve given us a lot of great examples and information. I definitely learned a lot. And I feel like I’m going to have to have you back. I’m definitely having you back because I think there are so many other subjects and topics that we need to dive into and talk about and I’d love to pick your brain.
ERIKA VAN RAMPELBERGH: Great. I would be happy, super happy to come back.
