LeadsCon 2019 Wrap Up

Well, it’s over. Four days in Las Vegas finds me reflective and proud. And, at least for the first few days upon returning, tired. Like, the kind of tired where you fall asleep at dinner. Or while helping with homework. Super, super tired. Given this, I waited a few days to draft my wrap up post for this event.

I’ve been attending LeadsCon for 10 years, so the Las Vegas event is equal parts reunion, brand-building, and business development for our clients and ourselves. This year, we saw more of that trend, with some adjustments here and there. Read on for a quick recap.

Partnership Marketing Workshop
We were fortunate to be chosen by LeadsCon and AccessIntelligence to lead a Partnership Marketing Workshop on Monday (prior to LeadsCon’s official kickoff). This event, our third in a row, has become an important anchor for our business. We look forward to it every year and commit significant (to us, anyway) resources to making it happen. This year, I was very proud of the effort. Among the high points, I’d include the following:

  1. This was our largest audience, to date. In fact, we filled the room.
  2. In addition to the audience size, we attracted the most diverse group we’ve ever had, with a particularly strong showing from brands and channel sale organizations. (This is very important to me, as without these folks actively engaged, things can get salesy, fast.)
  3. Our speakers did an amazing job keeping the audience engaged, and also staying real. In fact, our first session, led by Damon DeCrescenzo and Jason Kaplan from the Credit Pros, was as contentious and frictional as any I’ve seen. That’s what we aimed for!

There’s plenty more I could say about this event, but the above struck me the most.

Balling on a Budget
As a bootstrapped startup in an industry full of well-funded and established firms, we’ve got to be thoughtful about how we make a splash in Las Vegas. This year, we held a series of cocktail parties at our suites in the hotel. These were super fun, and they didn’t break the bank. For three consecutive nights, we hosted our clients, friends and partners. The venue was perfect, and everyone seemed to really enjoy it. And, we got to throw a party….every night!

Meetings off the Floor
While we were each active at the show and in the sessions, we used these same spaces as private meeting rooms, which worked out really well. These folks are always going hard, but I saw sixth gear from the team in Vegas. I think we took Anna to the point of critical illness, but at last check, she’s still among us and returning to normal. As is often the case, I’m blown away by the team’s effort in Vegas.

Innovation Seems to be Slowing
This is the only critical comment I’ll make, and I promise it’s constructive. When I walked the floor of the exhibition hall, it felt as if there are a large contingent of companies fitting into three buckets: networks, call centers, and software. The networks are buying and selling media, typically in a very transactional way. The call centers seemed hard pressed to differentiate. And the software companies appear to be locked in competition with one another on a product level.

None of the above is surprising, but it’s also a little disconcerting. I think there’s a lot of innovation left in this space, but sometimes, you couldn’t get a sense for that. I hope that next year, we see more innovation and disruption. It will keep the space vibrant, ya know?

That’s it from me. What an awesome week in Vegas!

Strategic Partnership Workshop – Full Speaker and Format Announcement!

Strategic Partnership Workshop – Full Speaker and Format Announcement!

LeadsCon is less than two months away. Let that settle in. I’m guessing most of you still have holiday decorations up, and the biggest event in performance marketing is, like, right around the corner? Excited? Us, too.

We’re thrilled, actually, because we’ll be hosting a Strategic Partnership Workshop for the third consecutive year. This event, in particular, has become the cornerstone of our first quarter – we’re expecting a record turnout.

At this point, it feels timely to share some exciting and important details about the event. Our agenda and speaker roster are both finalized, and I’m confident that this year’s workshop will offer previous attendees and first-timers huge value. Attendees won’t just hear from a talented and diverse group of thought leaders; they will also be treated to an entirely unique format that we believe will help involve the entire audience in the discussion.

Here’s the full agenda:

Session 1: Unit Economic Spotlight: Achieving Better Commercial Outcomes Through Partnership

Our first session is meant to be a live wire. (In other words, we want it to get weird!) This will be a candid discussion about the true value of strategic partnerships in a direct response business. Many have experienced, first hand, the dissent that often exists between the business development and finance/operational leaders. We’re bringing this discussion to center stage, pairing two business partners who’ve grappled with the topic for years. Join Damon Decrescenzo and Jason Kaplan from The Credit Pros for a very real discussion on the commercial justifications of forming strategic partnerships.

Session 2: Forming, Developing and Executing a Partnership Strategy

We have three incredible panelists lined up to address critical phases to any successful partnership platform. But, in this setting, our panelists aren’t the stars – the audience is. The first half of this session will feature targeted breakout sessions, which will be headed up by our panelists. Will Curry from PureTalk Wireless will lead the group focusing on program strategy; Vince Lewis from Quicken’s Core Digital Media will cover prospecting, and Chrissy Ingalls from LightStream (SunTrust Bank’s innovative consumer lending business) will facilitate the discussion around program execution. These folks each boast tremendous backgrounds; merging this expertise with the audience’s perspective will, I think, be really cool.

Session 3: Group Mentality

Over the 10+ years since the first LeadsCon was held, our community has grown ever-more transactional. Publishers, networks and lead sellers all depend on paid media to create valuable inventory, while brands enjoy the convenience of per-lead (or, action) pricing formats. To maximize yield, competitive bidding formats have taken hold – pitting eager advertisers against one another and testing the limits of profitability.

But, what if brands and publishers could access customer populations through less competitive channels? Hundreds of millions of Americans each year join membership groups and associations, or participate in similar, brand-sponsored loyalty programs. In each case, the groups actively represent their members’ interests, often offering specialized products and services to their constituency. To better understand this ecosystem, and the dynamic relationship between affinity organizations and their brand partners, we’ve recruited two tremendously talented leaders from this ecosystem. Join Rita DiPalma from Augeo Affinity Marketing and Jason Nierman, who helped build TrueCar’s partnership program before spearheading Rollick Outdoor’s innovative partnership platform.

As you can tell from the above descriptions, we take this event very seriously. It’s critical that our audience walk away with real value from each of our sessions. If you’ve attended one of these events in the past, you’ll hopefully join us again. If you’ve not participated previously, please know how excited we’ll be to welcome you to this one. Here are the event location and time details:

Strategic Partnership Workshop

Monday, March 4
Mirage Hotel and Convention Center
Grand Ballroom D and E
8 AM – 12 PM

Registration Link: https://www.eiseverywhere.com/ereg/index.php?eventid=319804&
Discount Code: SPKR100 ($100 off current event pricing)

The Annual Letter 2018


In continuation of a tradition we began at the end of 2017, we recently sent out our annual letter to a number of our clients, partners and old friends. And, as we did last year, we’ve decided to post the letter on our blog, as well. There’s a lot, here – some might argue it’s too much. And while it’s true that I’m particularly open and candid in my remarks, here, there’s nothing in this letter that I’d censor our team from discussing with a client or partner.

I hope you enjoy reading it!

Happy New Year, JT

For the second year, I sat down in early December to compose this Annual Letter. This is a new tradition for a young business, but it has become one of my favorite projects. Taking time to reflect on the year we’re now wrapping up – and being thoughtful about communicating our plans for the coming year – has helped me, tremendously. If you don’t do this or something like it in your own business, I urge you to try it, yourself. In fact, my own inspiration for this comes from a client of ours, whose Chairman and President have been jointly-authoring one for over 30 years. While our mentors lead a much larger company, I immediately saw good reason to do something similar, albeit on a smaller scale. I hope you enjoy reading this as much as I have enjoyed composing it.

While WorkBook6 began to assemble in 2016, 2018 is actually just our second full commercial year. This is important to note, as I believe our accomplishments over the past twelve months resonate just a touch more meaningfully when one considers the truly nascent maturity of this business. As a parent of young children, it’s hard not to see the parallels between starting and growing a company and raising children. In that sense, I like to think of WorkBook6 as a promising adolescent. We are at once proud of our progress and mindful of how we can continue to grow. Among other milestones, we’ve accomplished the following, this year:

  • Our team has doubled the company’s topline revenue for the second consecutive year. While this may be ‘table stakes’ for a young firm, I can assure you that we don’t take it lightly. Growth like that is the product of the entire team’s tireless work, as well as the trust our clients and partners have invested in us.
  • Our partnership development team has increased performance-based revenues by over 250%, Year-over-Year. This figure, which refers only to those fees that the firm earns through our clients’ execution and performance in new partnerships, is perhaps the single most important indicator of WorkBook6’s health. 2018 was a year of tremendous progress in this area.
  • To meet this growth, we have expanded our team. WorkBook6 is a technology enabled service business. To provide great service, we’ve added great people. This year, we welcomed Anna Lewis, Chris Cox, Justin Guido, Savannah Day and Kyle Casaccio. We also announced the acquisition of Maszi, Inc, which brought Kara Hutcheson into the firm on a full-time basis. Each of these people have made material contributions to our work and to our clients’ growth.
  • We have developed a fully-functional and entirely proprietary technology platform. This system, which we call Perenn.io, is the backbone of the entire operation. Today, our team leverages this technology across many disciplines, including relationship management, sales and marketing automation, task management, business intelligence and even billing. In fact, we believe Perenn.io to be the first many-to-many business and relationship management platform. This, as I will point to later on in this letter, is critical to our business’s identity. We’re particularly thankful to Max Richardson and Savannah Day’s work in this area.
  • Through the hard work of our client success leaders, we have successfully launched and incubated our full-service partner management program. This effort, which involves full scale partner program management, came at the request of an ambitious client, to whom we’re deeply grateful for the trust and resources they’ve committed.
  • We’ve continued to build out our workshop series as a marketing and partnership development mechanism. In 2018, WorkBook6’s workshops at LeadsCon and InsureTech Connect attracted over 300 attendees.

As I think through these accomplishments, I’m left with what might best be described as a ‘dumb grin.’ That’s because throughout the process of building this momentum, it didn’t always feel as if we were making such progress. As I’m sure many entrepreneurs will tell you, it’s hard, sometimes, to see the business’s progress while it’s happening. I spent much of my time this past year thinking through new kinds of challenges and evaluating new types of opportunities. This, I’ve learned, is what growth feels like in this business. I once listened to a keynote given by Brian Halligan and Dharmesh Shah (who co-founded and continue to lead HubSpot). While I recall many useful lessons from that talk, perhaps the assertion that best applies to the year behind us is this: “companies are more likely to die of over-eating than starvation.” I don’t think there are more useful words of advice for a young business that’s lucky enough to be growing, quickly. The message, which speaks to focus and discipline, could have been better applied to some of our work this past year, and will certainly influence what we decide to do – and not to do – in 2019.

In this sense, I’m most excited about all the things we can still refine, here. I think the holidays are a fine time for candor and for vulnerability, so I hope you can find some value in reading about a few of our hard-earned lessons, too. Key learnings for our business this year include the following:

  • We have a sweet spot, and we also have the opposite. In 2018, we sometimes stretched ourselves too far to meet demand that didn’t actually align with what we do best. Good growth takes time, and sometimes it’s actually best to pass up immediately available revenues until more befitting opportunities emerge.
  • Doing what you’re told to do and doing things right aren’t always the same. On a couple occasions, we deferred to external direction despite a ‘gut feeling’ that the strategy might be off-target. We’d have been better off pushing back in those cases, or even walking away.
  • Finally, there may be CEO’s out there who are great at account management, but ours isn’t one of them. In 2018, I learned that the most respectful thing that I can do as a leader is actually to avail our best resources to our clients. And, when it comes to account management, that ain’t me!

These lessons have informed our plans for growth in the new year, which will differ somewhat from the past. As we begin our third full year in business, we’ll do so with a few important themes guiding our strategy. These themes, which have been drafted with input from our entire team, are designed to help us focus on quality growth and revenue diversification while taking a deeper approach to serving our clients. Each of these themes are outlined, below:

  • We will stay independent. Our business has not raised outside capital. We plan to remain on this path, because we feel that having the autonomy to operate this business and apply the learnings we’ve worked so hard for is paramount.
  • We will focus on deepening our relationships with our existing clients, and also limiting the number of new clients we agree to take on. Two consecutive years of rapid growth is fun, but we feel we can continue on this trajectory without taking on business that doesn’t ideally suit us. More importantly, we plan to expand several existing relationships to include our full-service management offering, and we’d like to focus more of everyone’s time on client growth than we do on our own.
  • We will continue to invest in technology and systems. Through continuing our work on Perenn.io, we believe we are building a company that can mature far beyond being perceived as a mere ‘relationship’ business.

As you can see, we’ve got a lot to be thankful for. For both the growth we’ve accomplished and the opportunities to continue improving, we are grateful. In this light, it only makes sense to end this letter with a sincere note of thanks. Because so many people and companies impacted our successes and our lessons this year, we must stay general here. To each of our clients and partners, as well as our friends and families, we offer a very heartfelt and earnest ‘thank you.’ It’s been an incredible year, and we’re brimming with optimism for 2019. We wish each of you a happy, healthy holiday season and a new year filled with accomplishment.

JT Benton
Founder, CEO

Strategic Partnership Development

We don’t use Hubspot. #Inbound17 was great, anyway!

Full disclosure: at WorkBook6 (where we specialize in strategic partnership development), we’re not a @Hubspot user, but we loved #INBOUND17

We’ve tried hard to convince ourselves otherwise, but the truth is Hubspot doesn’t fit WorkBook6’s business model. That’s cool with us – we celebrate that our strategic partnership development focus isn’t like many others. For the record, nothing else works, either; Salesforce, Zoho and others have also failed to meet our needs.

We’ve built our own platform, instead (more on this another time, though). But, let’s be clear: while we don’t use Hubspot, I’m flat-out impressed by the company, and as we learned this past week while attending INBOUND 2017, their value stretches far beyond the utility of their products.

I walked away touched by their ability to build a thriving community and inspired by the platform’s enablement of great, thoughtful marketing.

This leadership team gets it – and they share it

But I did attend the opening talk by Brian Halligan and Dharmesh Shah – Hubspot’s co-founders and leaders. Few firms grow as so impressively without experiencing significant turnover at the top. Through several rounds of capital and, then, an IPO, Brian and Dharmesh have remained at the helm.

I’ve seen too much of the opposite: having experienced plenty of top-level turmoil, I wanted to see these leaders in action. While one can’t catch the whole story in an hour, I did notice a few common attributes which I suspect have played a role in this success and longevity: they’re humble, they value their team, and they’re fun.

Brian joked about his family. He shared stories about his son. He acknowledged his leadership team – particularly Katie Burke, the Chief People Officer. He was open about the few times in their past when growth and progress was slow. And he talked about having to learn to say ‘no.’ Dharmesh called himself ‘indoorsy.’

He talked about stressing over an invitation from Sequoia Partners to join 100 top tech entrepreneurs – including Elon Musk – because he was afraid of being around so many people. This was artful. In front of something like 4,000 people, he admitted being an introvert. In a time when we see so many examples of bombast from men in leadership positions, he connected with his audience through precisely the inverse: he was vulnerable and humble. To me, that’s confidence.

They’ve inspired millennials through strategic partnership development

To anyone out there who thinks millennials don’t work hard, please visit INBOUND next year. From a strategic partnership development perspective, the place was absolutely jumping with young professionals and entrepreneurs from across the planet. They were hustling. And selling. And, yes, they were also drinking craft coffee. Here’s a thought, though: could it just be that many of the aspersions thrown their (our) way are merely rooted in misunderstanding. Ponder it. Maybe over a pumpkin-flavored micro-brew.

I could write more. But Rob Stevenson told me y’all wouldn’t read more than 300 words and not to use too many commas. And, I’ve nearly doubled that, so, you know, while I hate to do it, and it hurts so bad, I really, really, really gotta go, now. Thanks Hubspot – INBOUND was a blast!

WorkBook6.com Lead Generation

Well Played

So #INBOUND17 happened, and the WorkBook6 team was representing in full force. Sponsored by Hubspot, #INBOUND17 is a celebration of all things inbound marketing (and lead generation), and let’s be candid – Hubspot (as the leader in this space) put on one hell of a show.

Thousands and thousands of marketers descended on Boston to participate, and to hear from such inbound luminaries as Michelle Obama and John Cena (wait, what?), but more specifically the value of Hubspot is the networking.

Traditionally, most trade shows build one or two stream or tracks with dynamic content, but in this day and age business happens face-to-face. Catching up with old friends, making new friends, watching the Red Sox take on the Blue Jays, getting your hair cut at 1:30 a.m., an important (and often understated) value prop of the trade show experience is the learning that happens outside the exhibit halls.


Outside The Exhibit Hall

What about on your way to the exhibit hall? Enter Act-On, a marketing automation platform and direct competitor of Hubspot. We all know that conferences and events like #INBOUND17 are VERY expensive, both to host and attend (and exhibit, too). So what do you do if you don’t have Hubspot’s deep pockets but you know literally thousands of your PERFECT clients are gathered together?

You buy a billboard, located directly between the airport and the convention center, for the duration of the show, that drives traffic to a comparison shopping landing page. Shout out to Marcus Murphy, the Director of Sales and Monetization at DigitalMarketer for the pic. Lead generation at its finest!

Well-played, Act-On. Well played.


What makes great sales people great?

“Don’t let them try to upsell you
There’s a reason they make chocolate and vanilla, too
If there’s any doubt, then there is no doubt
The gut don’t never lie
And the only word you’ll ever need to know in life is, why…”

-Sturgill Simpson, Keep it Between the Lines

Sometimes sales and business development people get a bad rep. Many fear us or worse yet, distrust us. Money-hungry, willing to say anything to make a buck. Pushy, overbearing and subjective. Sadly, this isn’t always unfair – we’ve all met sales folks who do plenty to earn this reputation. Surely you’ve been in their presence. It’s an absolute chore to work with a bad salesperson.

But there are some great ones, too. These people work hard to learn the customer’s plight, and help them solve it. They earn trust, and they don’t proceed until they know they have permission. You know it when you meet one. It just feels effortless – you buy something without feeling sold.

love buying things from great salespeople, and I’ll often choose not to purchase stuff I do want or need from bad ones. It’s a pleasure to work with a great sales professional.

I’ve been around hundreds of sales and BD folks. I’ve been fortunate to help some rock stars emerge, and I’ve also watched some absolute meteorites crash. In each case, it’s been a hell of a thing to watch.

Over time, I’ve worked hard to learn what separates the good from the bad. And, while there are many traits that can help predict success, I’ve only found one ‘binary predictor.’ By this I mean that all of the good ones and none of the bad onesdisplayed this characteristic. The trait is curiosity.

Lots of other things matter, but none as much as a deep, authentic sense of curiosity. For example, confidence is important, as are ‘people skills’ and general presentation. But in the absence of curiosity, these elements won’t be enough to create sustainable success. Great sales professionals ask questions before they prescribe solutions, and they aren’t impatient about learning. They ask why and how – sometimes repeatedly – and they sincerely care about when.

We work hard on this, here. WorkBook6 is a sales and business development company – and we want to offer the market the very best in professional growth solutions. We love this stuff, and our clients tell us they’re really, really happy. We’ve got a long way to go, but we continue to grow. I like to think that this isn’t because we say all the right things, but rather, because we work hard to learn them.

Why are we doing this?

In launching WorkBook6, I spend a lot of time sharing our vision for the company with potential partners. Along the way, I get a lot of practice answering a common question: “why are you doing this?”

There are a bunch of ways to answer this. Because it’s time. Because I want to own it. And, control it. These all work. But when I take the wide view, the answer crystalizes: I started WorkBook6 because I want to focus on growth, forever.

I’ve always loved helping companies grow. I’ve served as a sales, marketing and customer acquisition leader in multiple industries, now. I’ve also seen the performance marketing ecosystem from many vantages. I’ve sold advertising and I’ve bought advertising; I’ve also helped existing efforts work better. In each setting, I’ve enjoyed the hustle and grind of building new partnerships the most, always preferring the time spent focusing on prospecting and closing new business and building recurring revenue through media monetization. I’m lucky in the sense that it’s largely gone well, and the places I’ve worked have mostly been successful in their growth.

Oddly, this growth has always led to a less fun thing for me: increased operational responsibilities. In every place I’ve ever been, the growth has pulled me away from the market, which until recently, I had accepted as part of the process.

I often hear this same story from our clients. Most of the folks who hire us are business development or marketing executives, themselves, and nearly all of them tell me that for a bunch of reasons, they don’t get to spend enough time on new partnerships. Instead, their days get filled with other stuff, just like mine did when I was in a management role inside of companies. They go to meetings (sometimes just to meet about other meetings!).

They do reviews, and they ponder growing their existing relationships. They assemble and approve expense reports. And they do quarterly and annual planning. They make stuff for their board to look at. They travel for this thing and that meeting. The list goes on. This is all stuff that matters, but in my experience, it’s not the stuff that matters the most. That’s where we come in.

WorkBook6 is hyper-focused on facilitating client growth through partnerships. We help our clients execute on growth strategies that are material and important. We work with companies of many sizes and scopes. Some of our clients are gigantic, multi-billion dollar companies with thousands of employees and millions of customers. Others are startups with fewer than 10 employees. These businesses share few commonalities, but it is universally true that they want to grow, and that they’ve come to us for help with that. We’re immensely thankful to them for the trust it takes to tab a new company as their partner.

We don’t want to do the other stuff. We’re here for one thing: to help the business grow through partnerships.

That’s why we’re doing this.

Here we go!

About WorkBook6:

WorkBook6 is a growth-oriented services firm. Our clients come to us for help with partnership development, coalition marketing programs and general revenue stewardship. Put more simply, we help our clients grow, quickly.The medium for this growth will vary, but our intention is to grow this business into the world’s very best platform for partner marketing. We’ll begin this process by helping a select number of clients with their needs on a 1:1 format.

The problems we solve:

Profitable, sustainable growth is hard, and many direct response organizations are severely hooked on the easy route. This looks different throughout the ecosystem, so I’ll briefly explain.

  1. Retail lead generation is convenient and scalable, so brands in many verticals rely too heavily on existing partnerships. They double down with their lead generation and affiliate vendors; as a result, these advertisers often find themselves with meaningful revenue concentration on the supply side of the business. Exposure to compliance concerns and affiliate fraud add further concern
  2. Media companies (lead generators, publishers, ad networks) suffer from the same issue, though from a different perspective. Because predictable scale matters so much to a media company, many sellers find themselves obsessed with their biggest clients. Senior leaders and sales representatives find their time being monopolized by existing, important clients. The resulting revenue concentration leads to real vulnerability in an inconsistent industry.
  3. Finally, digital media isn’t the only venue offering new customers. Many organizations either ignore or under-invest in coalition marketing partnerships. Because these partnerships take time and lot’s of effort to execute, few peer-to-peer partnerships get past the initial discussion.


We’re here to fix all of this.

WorkBook6 offers an outstanding solution to each of the above perspectives.  Brands turn to us for more immediate success with finding new marketing partners; marketing companies come to us for faster adoption on the advertiser side. Businesses grow. Revenues jump. High fives and fist bumps are had.

And all of this comes at a fraction of the cost of a senior internal resource.


Some thoughts on timing:

This concept has been on my mind for years, and I’ve been waiting for the right time to launch the company since it first entered my thinking in 2012.

You read that right. I’ve been thinking about doing this since 2012. I’ve learned that it’s damned hard to identify the right time to launch a company. Any number of elements can slow you down. I’m sure I’ll elaborate on this, someday, for now I’ll just say this: now feels like the right time to me.  Having worked extensively from the demand, supply and fulfillment sides of this ecosystem, I’m simply convinced that the market needs this, now. And, while I’ve had several opportunities to stop, take a breath, and go for it, it wasn’t time, yet.  And now, it is.


What does WorkBook6 mean?

By design, our name doesn’t mean anything, specifically. This doesn’t mean we don’t have a defined model; it just means I don’t think being specific is always a good thing. Some of my favorite companies are now on their second brand. Not because they screwed up; they simply outgrew very specific names. We’ve got lot’s to do before we even sniff the kind of success that companies like Invoca (formerly RingRevenue) and Jornaya (Formerly LeadID) have seen, but I’d like to think I’ve learned a bit from their success. And because I know it’s hard to build a brand that matters to its target audience, I’d like to only do it once.

I want this company and the brand we build to mean growth, simplified. To accomplish this, we’ll need to stay agnostic to both industry and channel – we have to be as useful to an online insurance provider as we are to a home security company.  We want to help trade associations monetize their membership just as well as we want to help cutting edge telecom providers diversify their revenue. It’s important that we not become too closely correlated with any one industry, category or channel. I bought countless URLs. I talked to as many friends in the branding and identity creation space as I could. In the end, I looked back to a funny moment when this journey first began: when building the preliminary revenue model in 2012, Microsoft Excel suggested workbook6.xlsx for the file name. For some reason, it stuck with me.  I liked it, then, and the concept persisted. So, I went with it, and now we’re WorkBook6.


When does it start?

Right now! We’re live with a small group of clients, and we’re obsessed with delivering for them. We’re growing, quickly, with revenues roughly doubling each month. This means our team will soon grow, too. We’re looking for talented, highly-driven folks in strategic partnership development, sales, account management, media services and finance. More on that, later, though. For now, welcome to WorkBook6 – and thanks for reading this opening post.

Sincerely, JT Benton

Let’s Connect!