Navigating Amazon Agency Hiring in 2025

Paul Sonneveld
I'm your host, Paul Sonneveld,  and today we're diving into the realities of hiring in the e-commerce and marketplace space.. Joining me today are Andrew Matjaszek and Hallane Hill, co-founders of Running Point Recruitment, a specialist agency focused on digital, e-commerce, marketplaces, and creative talent. Andrew brings with him a deep marketplace expertise from leading strategy and growth across Amazon's global platforms in categories like toys, wellness, and consumer tech. He's currently the head of marketing at Toikido, a next-gen entertainment company creating IP across games, toys, and animation. And at running point, he helps brands hire top commercial talent with confidence and clarity. 

Hallane is a seasoned e-commerce growth expert with over 15 years of experience across Amazon, Shopify, and multi-channel retail. She scaled FBA brands, led creative for dozens of Amazon businesses, and turned around underperforming Shopify stores. Now she connects scaling brands, aggregators, and DTC companies with high-impact talent because she's done the work and knows what great looks like. Andrew and Hallane, welcome to the show. It's absolutely fantastic to have you both here, especially when the sound is working.

Hallane Hill
It's great to be here. Thank you.

Paul Sonneveld
Excellent. I'm so conscious, right, that this landscape has changed so much over the last few years. I certainly remember the aggregator days where every second conversation that I used to have with agency clients was about, hey, Paul, do you know anyone? We're desperate for people where we can't afford to compete with the aggregators. And that was sort of my introduction to this whole game. But obviously, things have evolved. We're now a couple of years on. Let's start with really the hiring landscape and the market trends here. So maybe, Hallane, if you could start with the top here, which is what is the current state of hiring in this Amazon space and marketplaces more broadly?

Hallane Hill
Yeah, absolutely. It's changed considerably, as you said. So broadly speaking now, I would say it's an employer's market due to ex-Amazonians, those working in marketplaces with an agency background. FBA sellers, there's just, and also then you've got offshore teams and freelancers as well. So there is more talent out there than there are roles. But that really does depend on what you're looking for in a role, and the location. So for example, as you know, Paul, we were looking to hire in Australia recently, for an agency, and we were told there'd be no talent. But there was, there was amazing talent, but it just took far more of a focused search and what to find these, to dig them out and to find them, they are there. 

And then it also really depends. Amazon Account Manager comes with so many different meanings from one company to the next. Some want their account managers to require language skills or they want them to have adopted AI in some capacity or have more of a sales focus or category experience. So it really depends on the role and how that role is shifting. So there isn't a shortage of talent. It's more there's skill gaps that are happening. And there's also a shift that's happening. We're noticing a lot, particularly in the UK and the US, and also in Australia as well, going to offshore a lot more. And because they don't want to hire complete teams, they just have niches that they want to fill with certain nuances. So it's a very varied landscape at the moment and what employers are expecting from their candidates and employees.

Andrew Matjaszek
Not all Amazon CVs are created equal. You've got ex-sellers, you've got brand marketeers, you've got ex-Amazonians. I hate that term. But all applying for the same role. How do you understand that operational depth? Who are the people that have scaled accounts quantifiably and they've got that experience? And then, you know, leading in that way, I think. I think the other interesting thing is, as well, whether, I mean, of course, there were more self-taught FBA sellers before COVID, but there was this huge boom during COVID as well.

And as a result of that, we've now got this huge sort of birth of talent, if you like, with FBA sellers who have built their own storefronts and now want to help others do the same. I think there's a, they bring a really interesting insight for me personally, because they bring this sort of level of entrepreneurial mindset that's really, really valuable. Either as loose cannons perhaps, or people with bad habits. So I think working with those people and then positioning them correctly in, for these positions, I think are an interesting conversation to have too.

Paul Sonneveld
I'd love to go a bit deeper in that later as part of this conversation, because you're right. I mean, we come across both types as well. We deal with, we work with lots of agencies and, you know, certainly lots of different types out there. But just going back to some of the points that you're making, Hallane, around, you know, some roles are moving offshore, some obviously staying here, clearly, you guys have a recruitment business, which means people are looking for hires. So what are some of these kind of hottest roles or what's most in demand right now, especially across agencies, across brands, and specifically I'm talking like onshore roles. We'll talk a little bit about the offshore piece briefly.

Hallane Hill
So I'd say there's three areas that we are hiring in regularly. One would be, the main one would be marketplace growth managers. And then it would be Amazon account managers with a twist. So that would be an extra skill that the employer is looking for. And then it's around Ads paid media. So marketplace growth managers, these roles are becoming more popular on the brand side. It's combining Amazon with DTC and other channels like TikTok shops, so they want this wider picture, understanding commercial growth and so not just seeing Amazon as a sales channel. 

And then the account manager is basically touching on what I said before, it's this having the extra going beyond just optimizing a listing. They want someone that has, will go above and beyond, can bring in performance commercially in terms of increasing the ROI, but also mentoring juniors or upselling to clients. So they want a real mixture in that role and also then multiple marketplaces. So it's not just Amazon anymore, it's across all marketplaces. And then, you know, having that global reach as well across all territories that they're looking for. And then ads, ads is always going to be key because that's ROI and that's what they want to drive all the time. So those are the crux of our hires on most of the time that come in through roles that are We do have special niches around SEO or they're looking for translators, but they're the key three roles for us, I think we hire in two.

Andrew Matjaszek
It feels like the bar has risen, titles haven't changed that much, but the expectations have. Marketplace managers now need to be strategists, analysts, P&L owners. And the strongest hires really are those people that have really adopted that. And they act as sort of managing directors responsible for all of those components that you have to when running an Amazon account. We're definitely seeing more briefs for hybrid thinkers, or where people have to know their way around Helium 10, MerchantSpring, and then the client layer too. 

So there's the reporting, the presenting, like, how do you go about influencing the key decision makers, the representatives of the business that you are working for, and ensuring that you're being incredibly clear with the objective and understanding and undertaking the objectives of that business. And then being able to work towards those goals and then communicate to them on a regular basis that these are the goals that we're working to, and this is how we're going to achieve that, and these are the results this month. And I think that level of understanding, while understanding the different nuances, while keeping up to date with how everything's moving forward across Amazon, but also e-commerce in general, yeah, it's so incredibly important.

Paul Sonneveld
Just a reminder to our audience that this is actually a live broadcast. I know John has woken up very early in New York. Thank you, John. I know you do never sleep, but great to see you and great to representing our colleagues over in the United States. Thank you But anyone else there feel free to throw your questions in the LinkedIn comment section or in YouTube and we will get in get on there shortly now. 

I'm sure one of the questions everyone who's listened to this has is salary benchmarks, right? That's usually where the first place this conversation goes. Realistic salary benchmarks for, you know, you mentioned the roles before, right? Advertising roles, account manager roles, growth manager roles. And actually, John made an important, interesting point in the chat here as well around creative roles, right, within the Amazon space. What's realistic? And I guess, you know, more of a European perspective here, but I'd love to understand, you know, how you manage expectations as you speak to candidates around this.

Hallane Hill
So in terms of benchmarking, I think if I say, if we take an account manager role, it's probably the easiest role to take. So for the UK, the average salary is from 40 to 60 plus. For the US, it would probably 65 to 100K. And then when you go senior, it's much higher. And then Australia, $70 up to $120k. That said, what candidates are now expecting or what employers should be offering is that's the baseline salary. 

Candidates now know their worth, so then they expect a bonus on top. And whether that is a company bonus and it's structured wide, or it's due down to revenue that they have generated through the brands they're looking after, they know their worth. They know their value. So it's baseline salary and bonus or extra company perks, whether that's health care or work from anywhere policy. They're looking for additional things. And we've often found that candidates would take a lower salary if they can have that work-life balance, which has become incredibly important since COVID. 

Agencies on a whole, we find they kind of slightly lag behind with the salary benchmark and they want this all-in-one for around the 40 mark and they expect a lot for that. But then they do add on more perks to kind of go with that lower salary. So then it comes down to the candidate and what they're looking for. Brands are an interesting one that have often Amazon has been in something that's been in the marketing team, and they haven't quite got the structure in-house, and they don't really understand it's a key sales channel. But once they do, then they do look to hire well. And they usually put quite a good salary on it. But there is this lack of speed to hire that can be a bit of a blocker when it's a brand. So I don't know if that gives them a good overall picture.

Paul Sonneveld
Yeah, I was going to, I don't know if you want to chime in there, Andrew, otherwise I had a follow-up question there.

Andrew Matjaszek
No, I think I agree with what Hallane's saying. That's absolutely what we've seen. Expectations very much tie into sort of impact. It's what we were saying earlier in terms of I think if candidates can show that they been living in the numbers. They've managed accounts at 3 million in gross revenue, and they've improved profitability by 15%. That's a very clear conversation where you can get into the weeds there and really demonstrate their worth to a potential business. 

I think it's really interesting, the point about creative. We and being open, creative roles aren't, and maybe this is a sign of the times to come, but we haven't had many conversations about creative positions in this space at this point. I think with the advent of AI, especially since the beginning of this year, and what you're able to now test in such a quick and cost-effective way, it's really interesting, I think, where creatives now I think really need to sort of be ahead of how they're going to position themselves alongside new tools and new software that are coming into market. 

I think there's always going to be a play, well there absolutely is a play especially right now for making sure from a creative perspective it's creative that works and creative that comes from experience based on the knowledge that you have and building out an image stack for it as an example and how a brand storefront etc should work to ensure that you're taking taking prospective customers on a journey to converting them, but it's  a fast moving space. 

And the other hat that I wear, it's something that we're pulling over on a daily basis to help us improve the brand awareness for all of our IPs. So I feel that there's going to be a shift here in terms of how creative is utilised and how maybe key individuals within a business that understand how to improve creative that can come out of AI will then really add that polish to it on top.

Paul Sonneveld
Yeah, I want to get back to AI shortly as I want to ask you about, you know, what are the skills that help candidates really stand out and, you know, the use of AI. Before we get on to that, I want to just follow up on another point that you made earlier, Hallane, around kind of salaries and all that. Because I did hear you say, look, there's a trend, like people expect more of growth managers these days, right? Not just Amazon, but TikTok shop, all these other marketplaces. 

We need to be analytically strong, we need to have real P&L ownership and having that sort of drive to run it like it's your own business, strong account management skills, being able to engage senior stakeholder levels. And if I just go through some of those characteristics, you find those in other industries. I worked many years in retail. We had buyers or category managers with some of those skill sets. Maybe less on the e-commerce front. 

But, you know, the pay on those trolls tend to be maybe more on the higher side, particularly if they're sort of on the corporate side. So I was just going to say, you know, how do you see that sort of paradox in terms of, like, increasing demand for, you know, a broader and rounded skill set to bring to the table? You know, is that driving up salaries or are people just expected to bring more to the table for the same sort of remuneration? How do you look at that?

Hallane Hill
It's a tough conversation. So employees expect more, they always do, and they want more, not necessarily paying more, so that's when they add more incentives around bonuses, where the candidate now really does understand their worth, and they will probably apply for several roles at one go. So I've got clients that are in rounds two, three with different agencies. And they kind of can pivot from either one to the other to get what they want, because there are a shortage in those areas, especially around TikTok shop. Not many candidates have that experience or have deep experience within it. 

So it's knowing your worth as a candidate and standing by that. And then if an employer can see that, they will structure accordingly, and it might be done on revenue that you bring in, and then you're promoted up to that level. It's having this open conversation when you're trying to find a role that isn't necessarily that exists currently, but the employer knows they need it, but they don't quite know what they need. And until they do, they don't really understand what salary to put next to it. And they can be guided, and we try and guide them on this. But then it just comes down to revenue and cash flow for that business at the end of the day, too. 

So it's balancing the two. And it's communication between candidate, employer, and recruiter. And that's what's key in this process, in making it work for both of them. As an agency owner, you don't want to be left behind. And you need good candidates for that. So you do need to reward them. And that might not just be on salary terms. That could be a different route of reward for them. It depends what they want.

Paul Sonneveld
Which sort of brings me on to maybe a question for you, Andrew, because you mentioned this earlier, like, you know, traditionally, it's been sort of a low barrier to entry in terms of like, building a skill base in this industry, so that you've got people from different, with different experiences, some FBA sellers themselves, others from corporate, they're all sort of, obviously putting their CV forward, finding that person with the right skill, and catching them quickly, hooking that fish quickly. I mean, just how we used to talk about recruitment back in the good old days. Like, when you're going through a bunch of CVs, right? How, what do you use to try and quickly spot like real talent from the rest of the pile?

Andrew Matjaszek
I think, so there's CVs and then there's this, right? There's that conversation. So I think that you've got to utilise a CV to be able to understand that they have seemingly the right level of experience that you're looking for. And I think with things like ChatGPT now as well, right, it makes it challenging because everybody's astute enough, most people are astute enough to kind of tweak things accordingly or say the things that you want to hear based on the job spec. 

So within really a five to 10 minute conversation, you should be able to have a conversation with somebody where you get into the skin of what they've done. Are they comfortable with the numbers? Can they explain, for instance, total advertising cost of sales as if I was a CFO? And can they talk about a result they've achieved, not just based on its features and all the different components that you need to incorporate when when running a campaign, but actually can you talk about the outcome and actually what you would have done differently or how it works and the results that you've achieved. 

I think it's those components where, and for me with With account strategists, growth managers, however you want to position them, for me, and I mentioned it earlier, they have to be seen by the remaining managing directors who really have a very good understanding of the heartbeat of the business, because that's what it is. It's a small component of either a wider brand or, you know, as an account manager, you are responsible for that business. You need to be able to understand the heartbeat of everything that's going through that account. 

I think, additionally, things that I really love is that if they, maybe that's because I come from this sort of, we play and I run our own FBA business, but if you run your own business, and even if you failed, we did, that experience, Well, not failed, but yeah. That experience is gold to us, right? Because you understand the full lifecycle of what you've gone through and how it works. So you've sat on a call trying to get 1,800 pounds worth of money back from Seller Central because they've billed you twice. And you know exactly the process that you've had to go through and the pain that that ultimately means. God, that's painful. And so for me, it's, are you under the skin of it? Do you live it? Do you live in the numbers? actively and passionately talk about how you're going to go about building a business.

Paul Sonneveld
Is there anything you'd add to that list, Hallane? Is there anything else you'd say or encourage account managers to add on to their CV or build up experience to really stand out from the crowd?

Hallane Hill
It's owning your numbers. It's very much what Andrew said. It's this, we see a lot of CVs. Most of these clients have incredible stories of how they've come into the Amazon business and into the ecosystem. And they'll say that they have optimized listings, they've put up X amount of SKUs. But what they don't back up their CV with is data.  So if they've done a piece of creative or they've done something else, what's the ROI?

How's that impacted growth? Has the revenue gone from X to X? So it's, yes, you can do it. But what's been the result? And owning those results and owning your numbers. If you can go into those details, it sets you apart, because anyone can put a CV through ChatGPT now, it's just, it's the norm. So yeah, it's really, really selling your skills and how those skills have impacted the results.

Paul Sonneveld
Know your numbers. Good summary.

Hallane Hill
Yeah. Know your numbers. I think also it's if you can, leadership. So working in Amazon is multifunctional. So you've got to manage up, manage down, offshore, freelance, whatever it may be. So if you're able to demonstrate those skills that you can manage across multiple levels and mentor, that's incredibly key as well. So having that skill is, I think, a pro for me, a good trick. And also multiple marketplaces is very important. So yes, Amazon is the beast. And everyone says if you can conquer Amazon, you can conquer them all. So if you can add in eBay, Wafer, B&Q, Debenhams, you're ticking lots of boxes. And if that's also globally, you know, they're good ticks to have.

Paul Sonneveld
Yeah. Which leads me in sort of the next sort of two sections. Actually, we're vastly run out of time, but I want to sort of take two different perspectives here. First from a, let's say a junior account manager, and then secondly, we can talk more from an agency point of view looking to hire. But let's just put ourselves in the shoes of a junior account manager. Let's say I've just started my career. I'm happy where I am at the agency, but I'm thinking about my next career move, right? Maybe a more senior growth manager role or account manager role in 18 months. All right. 

And also, I want to bring in this point around, you know, AI, we touched on before. I mean, what, what advice would you give to a junior account manager or junior growth manager now to say, these are the things that I encourage you, these are the tools in your toolkit that I would encourage you to invest in, because that's going to increase your value in the next 12 to 18 months. What would be some of the things on that list for you?

Hallane Hill
I don't know if I would say there's a set tool, because it moves so fast. What you need to be is hungry. So you need to be watching webinars, going to networking events. Just absorb knowledge like a sponge. It's so much speed that if you actually stop and don't start absorbing that or listening to your teammates around you, you get left behind. So just be hungry. Dig into the weeds and absorb as much information as you possibly can to understand and utilise that. So for example, Rufus has come in. Everyone's like, do I need to SEO and optimise my listing for Rufus? Well, they've got to understand those elements, whether they actually need to, to make that advice. So it's go away, do your research, have your opinion on it so you can advise. That, for me, is the way.

Andrew Matjaszek
Sorry. I would also evaluate where you're at as well. So if you're a junior account manager, for instance, we talk about tools, but do you have the right tools around yourself to improve and stay relevant in terms of one, career progression, and what are your competitors doing? What are the accounts that they're working across? Who are responsible for that? I would also think about the environment. office, people that you're within on a day-to-day basis.

Is it something that pushes you and supports you on a day-to-day basis to want to improve, to want to get you to where you want to be? And then I think the last thing for me is, are you incentivised, rewarded for succeeding? I use that point about being a managing director. I generally do believe that the Amazon marketplace, for the right people, gives you an opportunity to be those managing directors. And it gives you an opportunity to get the experience of how a business at all many levels works. 

I think for the right people, they can go on to become brand owners and CEOs and general managers, et cetera. And they can take experiences from those components and put them into bigger businesses. You know, do you have that around you? Do you feel like actually there's the opportunity for you to progress where you are understanding the reasons why decisions are being made and give you the opportunity for you to then one day make those decisions yourself based on really substantial experience? Yeah.

Paul Sonneveld
Great points there, really sort of do you have the ability to run your own little P&L or even in a small way but having that sort of touching the different facets of the business and getting that real understanding of how they all come together to drive the result. Yeah.

Andrew Matjaszek
Yeah.

Paul Sonneveld
Okay, let's switch ourselves sort of more to the mind of an agency owner. Having the right talent is absolutely key to having a successful agency and you know holding on to talent is you know, sometimes one of the hardest things. But from just, I guess, an agency perspective, right? What do you see, like, what are the mistakes that you see agencies make when it comes to hiring and retaining talent? And, you know, specifically the roles we discussed before?

Hallane Hill
It's not discussing as a team, with your team that you currently have, what skillset is needed. So you currently have an account manager that does XYZ. You need to really understand what skillsets they bring and then what new skillsets you need additionally. So we find that some agencies actually love hiring ex-Amazonians. They think they're going to be their silver bullet. They are amazingly good at Amazon. But they've never been in the weeds. So there's that skill set is they're missing. 

So if they keep hiring ex-Amazonians, they will always have that lack of deep understanding because they've never been on the other side. They never had to deal with Seller Central and trying to get your listing back up. They just haven't gone through that process. We also find that some love FBA sellers and that have switched over to an agency side or they just don't want to deal with FBA sellers because they have picked up bad habits or done black magic to get their listing where it is now. 

And then you ultimately have those with an agency background who have worked their way up. So you have three sets. And what you need to understand in your agency is, what do you have? And having a mix of each is the perfect, I think, for creating the magic on Amazon. So, really understanding what's new that you have in-house, what's missing, and then going out to hire that. 

I'd also like to add culture. Culture is incredibly important. You have the wrong hire, it's incredibly toxic, and it'll bring it all down anyway. So work as a team. And if you're using a recruiter, work with your recruiter so they understand your team and understand your brand and your culture, so they can find that right person for you. So it's not just a technical hire, it's someone that comes in and really understands your business too.

Andrew Matjaszek
Yeah. I mean, some people could have worked for a bigger brand name, right? And seemingly, they've got great experience because of the business that they've worked under. But actually, to Hallane's point, they've not been in the weeds. They've not actually done a lot of the work. And I think that's where the entrepreneurial mindset of the FBA sellers, for instance, really, they've been through everything. I think the only other thing I would say as well is, it's a really basic thing, right, but onboarding. Amazing hires can actually sort of fizzle out or just really stumble because there's ambiguity in the first few weeks and they don't know where they stand or they don't know how the business operates on a day-to-day or it was perhaps not positioned correctly at interview stage. 

So it's making sure that candidates feel secure and they understand exactly what's expected of them before they're expected to run. And, you know, a lot of the time with agencies as well is that what happens is that, by the day that you've started on the Monday, for an example, right, you kind of feel like you're betting in. Come Friday, you've won two of the clients and now you've gone from managing three accounts and it's a steady start to then, hold on, I'm now managing six and it's all hands to the deck, and, you know, you've got to start running. So during those periods, it's really important that you just, you're transparent, you communicate, you over communicate, you make people feel that they're safe and secure in their roles.

Paul Sonneveld
Very good points. Yeah. I just want to finish on one last question because we are a little bit over. I've been terrible at timekeeping today. Apologies to our audience. But just going back to the agency point, which is around I mean, I think about this all the time, right? I have conversations with my business partner, which is like, when are we going to, you know, should I hire like HR person to do all the recruiting for us? Should we using, you know, being a retainer with a recruitment agency? Or do we just, you know, spend the whole day on LinkedIn, trying to message people for recruitment purposes? What advice do you have for agency owners when it comes to this question in terms of how and when you best spend your time obviously trading off cost, time? What does that look like?

Andrew Matjaszek
Yeah, I think it really does depend on where you're at as a business in terms of your own objectives. Let's say that Speed is critical. You need someone in the seat yesterday. A good recruiter will have warm candidates, really. And you'll be able to have a very quick conversation with somebody there that will be able to provide you with a pipeline of people that will, that should fit your brief. 

Especially, I mean, yeah, let's say that you've got a pitch and you've got an influx of new clients. And I think that's a great way of approaching it, I think. If you're, I guess also, if speed isn't critical, but you're hiring occasionally, not continuously, you obviously don't have the remit there for a dedicated person within the business. That's where talent acquisition is also a real help in terms of working with a recruiter. 

I think the only other things I would say is that you're building a business, your time is incredibly important, do you honestly have the time to be looking through potentially, you know, putting it out on LinkedIn is one avenue, especially once you've built up your own reputation within the industry, you feel like a natural flow there of candidates would be, it's something above and beyond actually. 

Well, it's something that you don't need a recruiter for, but at the same time, do you have the time to be going through 50 to 60 CVs and providing a professional response back? Or are you happy just selecting three or four who may or may not hit the right beat? So I think that's where, from a recruiter perspective, and especially a running point perspective, is that you get a real attention to detail in terms of understanding the quality of that candidate, getting them to your door in a way that makes you feel like actually they've been vetted, almost gone through that interview first round stage already.

Paul Sonneveld
Yeah, putting up the job description and spending $200 on LinkedIn just to get the CVs going is the easy bit, right? It's actually doing the hard work after that, for sure, yeah.

Hallane Hill
The pre-screening, yeah. Finding the actual candidates that are good.

Paul Sonneveld
Yeah. Now, unfortunately, guys, sorry, you want to make one last point?

Hallane Hill
I just think there's a disconnect at the moment between businesses, agencies on Amazon, e-commerce, whatever it is, and recruiters. They only contact recruiters when they have a role. And how it should be worked is you create a partnership. Like you do with a brand, you have this partnership. They become part of your team. And if they understand that and understand your team, your culture, then it's just like having an in-house recruiter. They just become part of you, like an agency becomes part of a brand that they're looking after. It's the same format.

Paul Sonneveld
Yeah, no, it's a really good point. I mean, particularly around just always having a bit of a pipeline going, you know, if you're in the business of running an agency or a people business, people are going to change, circumstances change, you won't have zero attrition for the next five years, it just doesn't exist. So you've got to be prepared and be proactive on that.

Andrew Matjaszek 
Yeah.

Hallane Hill
Absolutely.

Paul Sonneveld
Well, we do have to wrap up. So this really brings us to the end of today's session. I just want to say thank you to our audience for joining us. I want to say a huge thanks to you, Hallane and Andrew, for sharing such valuable insights into this whole talent landscape, Amazon e-commerce world. I always like to ask this point, for anyone that's listening, maybe thinking about recruiting or maybe they're still a little bit too small to use your services but I just want to jump on the phone, maybe have a conversation, pick your brain on that. What is the best way to get hold of you?

Hallane Hill
So our website runningpointrecruitment.com, we have a submit your form there or you can email me. So it's my name, hallane@runningpointrecruitment.com.

Paul Sonneveld
I think I had, is there another email called hello@runningpoint?

Hallane Hill
Yes, there is.

Paul Sonneveld
There you go. We pre-looked at this one, so I'll just show that one. Hello at, or Hallane or hello?

Hallane Hill
Hello comes to both of us.

Paul Sonneveld
There you go.

Hallane Hill
If it's just me you want to talk to, it's Hallane.

Paul Sonneveld
Excellent. All right. Well, thank you so much, guys. I really appreciate you making the time and sharing your knowledge and lots of practical tips and information, too. So thank you so much. 

Andrew Matjaszek
Thank you, Paul.

Hallane Hill
Thank you.

Paul Sonneveld
All right, everyone, that is a wrap for today. As always, if you found today's episode useful, feel free to share it with your team and your network. And of course, don't forget to check out our full archive of episodes at merchantspring.com, sorry, merchantspring.io, or wherever you get your podcasts, you know, Spotify or Apple Podcasts or the like. Until next time, I'm Paul Sonneveld. Thanks again for tuning in to Marketplace Masters, and we'll see you very, very soon. Take care.