23 Sep Darin Dawson – On A Mission To Re-Humanize The Planet

Most businesses have gone virtual out of necessity, and many have lost the ability to connect with fellow human beings because of faceless communication. Introducing Darin Dawson, the President of BombBomb, who’s on a mission to re-humanize the planet. Darin tells Matthew Sullivan why relationships are the core fundamentals of your business. But it’s difficult to establish human connections over text through emails. The solution? Put videos into the mix! When you do so, you will make a massive impact on the overall customer experience. But how do you mix in video messaging to maximize results? Tune in to find out!

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Darin Dawson – On A Mission To Re-Humanize The Planet

Darin Dawson is the Co-Founder and President of BombBomb, a Human-Centered Communication Platform that enables users to use simple, personal video messages to leverage their best asset … themselves.

Here we are with another exciting episode of the show starring no other than Darin Dawson, Cofounder and President of BombBomb. Reading your resume, it’s a fascinating approach. You talk about rehumanizing the planet, communication, using video and this idea of connecting to people, which I completely subscribe to. In the world of crypto, blockchain and AI, we’ve lost this ability to connect. Tell me more. What’s your view of the world?

We’re losing it. Ultimately, people still like to work with people they know, like and trust. The pandemic did not help us at all in terms of building better, deeper relationships. What we started doing even more than we were before was assaulting everyone with more stuff, emails, LinkedIn messaging, text messaging and phone calls. We amplified it 100, 1,000 more to try and get the attention of these people.

The other thing that’s happened is there are a lot more businesses using that same tactic than were before. The idea here is I’m going to email you a cadence of 7 to 20 emails for a period of time and I would love to schedule a time to meet with you. After that, it’s more emails and video. It’s not just about video, by the way. Video can be abused as much as any medium can be. That assault began to get crazier through the pandemic. We find ourselves still doing it.

What I would love to propose is that relationships are the core fundamentals of your business. That lifetime value of a customer is associated with how they feel about your company and the people they work within your company. How I feel about something is only translated through the humans that work for you.

Social media and all this stuff, remember, is relatively young.

Even email hit its stride. Maybe it showed up around ‘95, ‘96. Everyone had Hotmail accounts. Business accounts started to show up there. It’s still all very young in the context of the business world.

Try to automate things. If a business moves into the social media world and tries to bombard people with these electronic messages, I know it’s part of a strategy but do you think it is ultimately laziness that is driving this? Do you feel you can sit back and let the computer do the work?

It’s easy if you’re the owner or the investor because what you’re trying to do is create one common message that you can control. What you worry about controlling is the delivery of that message by a staff of sales people or customer success people that are going to do it their way every time. You can control it. You also can control the velocity of which you’re sending it out and it does have a return to it. They’re doing it because somewhat it’s working.

We like 4% open rates. That would be astronomically amazing if you’ve got a 4% open rate in a campaign like that or even a response rate of that level. That’s unacceptable. What we need to think about is the 96% of people who did not respond and appreciate it. Who is opting out? Is your addressable market as a business? Is it exponentially large? Is it like air? Is it forever?

There’s no extinguishing your addressable market because everyone’s addressable market has some limit to it. The faster you blow through it, are you making a good impact or a negative impact for your business?

Relationships are the core fundamentals of your business.

Do people go, “Not again. Here comes another email?” I am never talking to that business. Do we even consider the negative impact of this amount of communication is bringing to us?

Tell me more about what led you to this because you’re speaking from experience. I can tell. This experience is driven by, “We’ve tried this. It didn’t work. We tried that.” How do you control the message yet grow the customers?

Tell me more about what led you to this? What were the steps that you took? What worked? What didn’t work? What has led you to that moment when you’re thinking, “This is the answer?”

Back in 2006, when we started the business, the idea was we thought we’d be better in person than we were over email even then. We thought, “How could we send videos?” The problem I had is I had more customers at a time. I was a sales rep. I was trying to meet with individual people to sell them advertising at that time. The idea that we had was, “If I could communicate to more of them or more directly on my time, then they could watch it on their time.”

Half the problem is sinking calendars trying to get an appointment. You need to give me your time. Our calendars need to marry up so we can have this talk. It’s asynchronous communication. I could send you this message. You could watch it on your time. You could then decide whether or not you want to respond to me but you could hear what I had to say and determine if it had value or not enough to give me your time if we did need to meet or we could talk more about it on the phone.

It was the initial what’s this all about but it was more in person, whereas you see, I’m an animated person. I use my hands when I talk. We all do. We communicate non-verbally. Most of the time, people like me. If you’re in sales, you probably have a gift of building relationships and rapport. The problem I have a lot of this technology is that removes all your ability as a salesperson. It makes everyone the same. I know that I can ask for your time better like this with my smile. You might say yes to that more than another email, black text on a white screen. It’s the original idea.

We make decisions in terms of whether we like people in nanoseconds. It is entirely driven by what we see because we associate certain things with certain people. There’s a ton of research about this. If you look through any social media, you’re looking at the person to see whether you can connect to that person. You don’t read the stuff about them. You’re right that we’ve lost an incredibly powerful tool by sending people messages, focusing on the copy and what’s written. You’ve got this entire toolbox of courage that you’re not using. You don’t discover anything. It’s like, “What are you doing?”

I use an analogy like this. Let’s assume you and I both have a business that’s very similar. We’re in the same market. We have the same customer. We sell the same thing. We’re a software company. Usually what that means is that I have some features that you don’t have and maybe you have some features that I don’t have. The only thing stopping me from building what you have or you building what I have is time and money. It’s all I need. With software engineers, I can build about anything I ever want to build. We’re very much the same. Our price points and deal structures are similar. The customer that we both want to acquire, how do they make the decision about who they’re going to choose to work with?

Who do I like? How do I feel about the company? They’re going to do a good job servicing, taking care of my people. How do they do onboarding? These are people things and soft skills. This is more about the experience that they feel you’re going to give them through that journey from purchase to, “I’m your customer.” They have to determine that in this window of time. I would argue that your people are going to be the experience that gives you the ultimate differentiation. They get to choose which company they like the most if it’s the same. This is a lot the case.

I moved here from UK a few years ago. One thing I noticed is that moving to Southern California and trying to set up businesses, there is very much more to do with who you are and your personal contacts. What I mean by that is you’re building relationships the old-fashioned way. Trying to start something or trying to build a platform or a company, which I wasn’t that familiar with for a number of years, is you got to meet people. You’re having lunches and dinners.

It’s remarkably still weaving into the fabric of the business community over here doing business. Mano a mano personality is incredibly important. It’s to lose that by trying to create and build your business based on that two-dimensional world. The question is, now that you’ve got this capability, how do you get in front of people? How do you get them to go past the first stage, which is to engage with you and watch the videos in the advertisements in their favorite TV channel?

We try and deliver this experience anywhere you’re trying to message someone. The other idea that you still have to be pretty good at is solving someone’s problem. If your message is bad, I’m not going to help you very well but if you have identified who your target customer is and you know the problem you solve for them, I can almost guarantee you that if you put video into the mix of both your sales process and customer success process, the overall customer experience you deliver will make an impact and make you to be the one that they know, like and trust.

Let me give you some real tactical examples. Send a personal video commenting on something maybe they blogged about, maybe they have a podcast, maybe they wrote an article. You get to start to build the relationship. We go right for it. We want to get this appointment. We need to build a relationship. Maybe this is someone that’s on your marketing team who’s doing this. Maybe it’s not the sales rep.

I believe that there’s this buyer journey. It starts with this idea of awareness. I’m aware of what you do. If I’m not aware, you need to make me aware of what you do. Maybe do that by commenting and you liked me on this show. “I heard you on this show. That was great. Tell me why.” The next time you emailed me, I’m going to be like, “I remember that.” You got to start to build a relationship. Shake their hand first. Introduce yourself. They’ll immediately go, “I got this thing that’s going to help you.” Start there.

Let’s get in the sales process. “You know who our company is. We work with a lot of people like you because most people like you have the problem of X and we solve it with Y. If it’s worth your time, Darin, I’m going to set you up with our account executive, Daniel. He has been doing this for a very long time. It’ll only take fifteen minutes of your time then you can be the judge but what’s the problem you’re going to solve for me?” Deliver that in a very personal human-to-human human way.

Where it’s most effective and you can comment a bit is in the sales experience itself. Now that I’ve identified that, “Yes, I think you could help me,” be the account executive that over-delivers on the customer experience. Maybe a reminder, “I’m looking forward to meeting with you at 2:00 on Friday. We’re going to go over this, this and this. I promise not to waste your time.” That ensures that the call is held. You have higher attainment of held calls. After the call, maybe do a screen cap and record it. You can send it back to them and say, “I’ve recorded this for you. Here’s the recording. Feel free to share it with whomever else needs to see it in your business.”

In video, we can ask people to do things, make it compelling and do it versus if I was to do it in a text, they might not read it all and they don’t deliver on as well but if I say, “If you would like to share this with other people in the buying committee or the executive team,” that way they can have the context of what this is all about. I’m being very intentional in how I’m delivering this experience. It makes you unique over your competitors.

Looking back, I’m thinking about the emails that I receive every day. It’s the standard stuff. I saw your details on LinkedIn and I think will be a good fit. “We can solve your problem.” You don’t know anything about me. You haven’t taken the time but occasionally, I’ll get 1 or 2 emails where I know that someone’s taken the time to read up on something I’ve written or something that we’ve published. You can tell that it’s not created by a computer. The irony is I feel compelled to answer that person.

It’s the reciprocity effect that takes place there.

I feel bad. You’ve taken the time. It’s like someone knocking on your door wanting to give you something. It is very powerful what you’re talking about.

If you’re in sales, you have the gift of building relationships and rapport.

It’s interesting to ask you a question about a question that you’ve said. When you get these emails, you can tell it wasn’t sent by a computer. We don’t believe humans are sending us the emails anymore. You don’t believe that the phone call coming through isn’t even a real person. The problem we start to have is even when it is a real person, you start to go, “Is this good artificial intelligence?”

You don’t have the reciprocity.

It used to be when we get those emails. I would feel compelled to at least respond to them. I feel no compulsion to respond at all because I think they’re a machine. There’s no reciprocity. If it’s a human being and I say, “Matthew, this is Darin. This email is for you,” in a video, we get back to some of that reciprocity. It can help you understand why I am able to solve a problem that I know you have in your business and why you might want to spend some time with me to unpack that. That’s far more compelling.

Less is more. We’ve shown this with our very large customers that ratchet down the amount. The first thing everyone says is, “This isn’t scalable. You can’t scale this.” I might say you can land more things with a rifle than you came with a shotgun. This is a very old adage that’s being very focused and targeted about who is our ideal customer profile, exactly what problem do we solve. Let’s be targeted with our approach with our sales team. You can be more effective and have a bigger deal size. Initial deal size grows up. LTV increases because the experience overall is better. That’s what we want. The unit economics of our businesses are the same. I don’t agree that this velocity onslaught is how we get to them.

The question is, where are you in the funnel? There’s some truth to that. In other words, if you’ve got a mass marketing campaign, this is not the tool.

If you are a transactional business banging out widgets or whatever it is but if you are a software and your average sales is in $50,000 or more, I’d even argue to say $25,000 or more in initial deal size is for you. Are you going to get more building relationships with people? Will they stay with you longer if you implemented this? That’s the only question I’d ask you to ask yourself. Is it possible?

What you’re talking about is you’ve got the high-ticket stuff where you’ve got a small number of clients that give you high in revenues into that software. The other thing is businesses where they rely on trust. I’m thinking about the advisory businesses, the investment advisors, the insurance advisors and the financial industry as a whole where you’re trying to get more business.

You can say, “We are personable and customer centric.” You can use all those overused phrases. I’m thinking about my business where this would work well and where you’ve got someone interested in what you’re doing but to try and get that appointment, to get that conversation where your diaries are never going to match up. I’m feeling inspired at the moment by what you’re doing because I can see that it would work.

Trust in our business is important but we’re trying to deliver a relatively new type of financial product. People are naturally nervous and thinking, “This is too good to be true.” To have that feeling that someone’s taken the time to put a video together, speak to you personally and referenced your home here like, “We’ve done this and that. Give us a call.”

It’s interesting you bring that up. The first customers we had were real estate agents, mortgage people, loan officers and financial advisors. This type of business is highly relational. If I do not trust you, you’re not getting my business. How do you convey know, like and trust? People do that. We do that by seeing each other, shaking hands, getting to know one another, being vulnerable, showing empathy and saying, “Thank you.” Simple things in that type of business, “Thank you for your time. I appreciate you taking the time and listening to what we had.”

Those types of follow-ups are very simple but almost insanely more effective when delivered either face-to-face or via a video that’s asynchronous versus a text. It loses it because you lose that human-centered communication. What are these things that only humans can deliver and only humans can do? How do we make sure we can do them across time and space? If you’re in California and I’m in Colorado, I can have that feeling of being in person. These thank yous like, “Thank you for your time,” explaining complex things, doing a screen share, recording the screen share, sending that. This asynchronous element is the key part of video.

What’s happened over the last months because of the impact of COVID and the pandemic is that people are far more receptive to these types of media. In other words, the concept of having Zoom calls was far less. Do you see that as something that’s lit a fire onto your business?

The biggest challenge that we have with users is they do not like the way they look on camera. That’s number one and the biggest problem. They might not say it but we know. “I don’t like how I look on camera. I don’t like how I sound.” This did help them get over that. That’s still an underlying fear. People are worried about this.

Is that something that you never thought or you’d planned for as it were?

We found it out immediately back when we first started the business. This is the difference between us and everyone else that does this. We’ve been doing this since 2006. I personally have sent over 10,000 1-to-1 videos. We have some people on our teams that are well over 20,000 on 1-to-1 videos. We get it. You need to get over this hump in your mind and start creating these habits that work.

If you’re even thinking about doing video in your business, you need to think about creating habits like, “When I do this, I send a video.” You need to create these habit moments that get us over this mental trap of, “I don’t like how I look. I don’t like how I sound. I have a face for a radio, not for television. Why am I doing this?”

Let’s talk about this horribly abused term, vulnerability. In some respects, people are far more forgiving of the fact that if you can get across, you don’t want someone who’s polished with this fantastic backup. Is that something you’ve come across?

It’s a psychological event. Every deep relationship any human has, vulnerability has occurred. “I’ve let you into my life. You know me in a way that others don’t.” There are levels of that. This idea of stepping into something and willing to put yourself out there is a very human trait that other humans respect. In fact, your brain chemistry respects it. When I see you in your face and the micro-expressions you make, my brain is giving me feedback. “How am I coming across?” All these things are very good. When I give that experience to you, you feel like you like me or maybe you feel like you don’t but at least you’re getting this human experience across. That’s what most people are worried about.

You want the yes or the no, don’t you? From a sales perspective, every no is closer to a yes. It is that whole thing where, “This is it. I can’t make this any better. This is my face for radio.”

You establish trust by seeing each other, shaking hands, getting to know one another, being vulnerable, and showing empathy.

I used to say that I’m like, “Newsflash, that’s how you look like.”

That’s all change. When you have a face-to-face meeting, you can’t go in with full makeup and a green screen.

“Will BombBomb ever do filters?” I’m like, “I don’t think that’s us. I want you to be you. I want to bring that through.” We do need to train salespeople to do well. We need to be able to talk clearly about what our offering is and why it’s important to them. That’s important. The other thing I think that we’re doing poorly in this is you still have to make your bed up that’s behind you.

I’ve worked with some professionals. Our VP of partnerships and CML has worked remotely far beyond this pandemic. They go to work every day looking like they could walk into your boardroom. If it was in Manhattan, Los Angeles and wherever city in the United States or any part of the world for that matter, they came to work professionally dressed. We need to get back to that. There’s a little bit of a slide there and a bit of professionalism that we need to bring to this as well.

It’s like relearning. I can say this fully confident because I’m wearing a shirt. What’s below the fold doesn’t matter. You dress to respect the occasion. What are we talking about? This is stuff that my dad would talk to me about when I was thirteen. We’ve forgotten all of this because we think we can do click and send. We aggregate our responsibilities. We blame the metrics and the social media guys because we’re not getting the engagement.

What I tell my team is if you were walking into their boardroom, wherever that is, would you dress any differently? If the answer is yes, think about that. Would you do it differently if you were meeting them in person? This goes for Zoom calls and BombBomb, if they’re going to see you, think about it for how would you dress.

Your business, I would imagine, starts off a bit like an inverted pyramid where at the bottom the smallest piece is like, “We’ve decided that the world has gone mad. Everyone’s gone email crazy.” We’re going to bring it back to basics and use video. The more you get into it, the more you realize that to do video, we got to teach people how to engage people. Once people engage, we’ve got to teach them not how to speak but how to come across and message. Did you find that you’re getting deeper and deeper into the commercial psyche of the businesses that you’re working with?

This is my separation from my competition because ultimately, you need help with this. This isn’t going to just be a snap of the fingers.

You’re not a technology solution. For those of you that are laboring under the misapprehension that this is a technology product, it’s not. The technology is the communication medium but it’s getting people back to basics.

What we realized is our technology solution had a real human problem. The older folks maybe grew up with this idea of the 10:00 news or the 11:00 news. That mass media complex trained us to think we all had to look like them to ever be on any movie. Maybe our parents got VHS recorders. We evolved in these different things. We got more and more used to it but more than ever, we’re in this age of video.

If you look at TikTok and Instagram, this is very much the problem that the younger generation faces. It’s a made-up portrayal of us, not really us all the time, the avatar. What I want to this identity to be versus maybe what I am. It’s coming together. People need to know who you are and trust you. They don’t trust you if you’re not authentic, transparent and if you don’t get down to it. We still need these sales skills. Maybe when I started my sales career, it was the phone. I needed to be able to deliver on the phone. It is not different. You still got to be able to deliver on the phone. You need to be able to deliver in person. Then you need to be able to deliver in video. This should be as part of your toolkit and I’m very biased to this as the telephone, as the email.

It’s almost like it’s staring us in the face. The answer to our communication problem is video. With video, comes that awful thing, which is hard work, which we don’t want. We blame the fact that we don’t want to do the work by using phrases like, “It’s not scalable,” which in other words, translated as, “I got to speak to someone. It’s hard to do that anymore.”

It’s change management. These are things that no one wants to hear if you’re leading a business unit but this is where we can help. If I asked 9 out of 10 executives like myself that own a business, what is the best asset in your business? They all will say their people but yet we keep them in the sales context or in the customer experience context guarded. We’re not letting them in front of the customer as much. I believe that the ones that we’re working with that do keep customers longer. Ultimately, it’s the relationship they have with your people that makes them choose you and stay with you. When everything goes to hell in a hand basket, they come back to you and stay with you through the trouble because of the relationship they have and relationships aren’t built over texts and emails.

What is the biggest thing that holds people back? When you talk to a firm and they’re nodding like, “Darin, you’re right.” Then crickets. Is it fair? What stops people from doing that?

Sometimes I see it as a risk. Is this going to make my career or break my career? I don’t want to rock the boat. Status quo is fine. Usually, it’s someone who’s like, “I want to make this thing happen and I’m going to bring this to bear. I’m going to encourage people through it.” We get huge results there. You have to have buy-in from that team. In the back of their heads, they worry about what people might look like on camera. How they present? Can I control it? How do I train to this? It’s a new medium for them.

As a CEO and founder and particularly it’s your business, you tend to be very particular about it. You’re focused on everything. I want to period there. That font size is too big. People think you’re crazy but you see stuff that other people don’t see because it’s like your baby. How did you get over that? If I get George in technical, if anyone sees what he looks like because he tripped over his beard. I say, “What are people going to think?” How do you get over that?

George in technical probably should be sending internal communication, which I believe is better done this way as well. “George, send me and help me understand what you’re thinking. Show me the flow of the model you’re proposing. Helped me understand it.” That’s a great use for video for George. You might not be customer facing but if you truly have a problem with your salespeople, customer experience people, customer success managers, anybody in that world that is customer facing, if you are stressed about them being in front of your customers, more often you got different problems solvers. Sometimes we shed a light on that.

You end up with the uncomfortable meetings where the meeting is delivered slightly more than everyone has expected. You do uncover because you can paper over the cracks by mass mailing people and say, “I’ve sent an email. If they don’t respond, it’s not my fault.”

“I did my thing. I did exactly what you told me to do.” We are more and more getting used to poorer and poorer results on some of these campaigns. What I propose is get your people in front of more people more often and build relationships. This know, like, and trust, it works. It’s been working for as long as humans have been trading stones for bread. It’s been around that long. We need to get back to doing it more. We can scale that. You can do that. You can send less communication and get the same result or even larger results.

I can’t remember who but I think it was a famous politician who said, “If I had more time, it would have been shorter.” I think he was talking about a speech. In other words, the more time he had, the shorter, more concise and more impactful it would have been. People do want to send pages and pages of information thinking that everyone is going to read through that.

Vulnerability occurs in every deep relationship any human has.

I remember my old boss telling me, “Expect that to be thrown away. We want to send the PDF in hopes that they look at it.” Everyone wants something more to do. That’s my favorite. When I get an email, I need to do something in order to do something I didn’t even know I needed to do. I have zero time for any of that ever.

Where are your major areas of growth? The world has changed over the years in so many different ways, the way that people approach business, the work environment and communication. What has come out of this for you that surprised you to a certain extent? Where is the major area of growth that has sprung out of the changes?

We’re seeing it across the board. We’re doing big deals with major utility companies that are multistate. It’s about communicating better with the people we need to communicate with. We’ve spent some time talking about sales. “Do you think you’re better over a text email or over the phone?” Most people would say over the phone. “Do you think you’re better over the phone or in person?” Most people are going to say, “I’d rather hang out with someone face-to-face if I had my way.” Seriously, we’re using the phone because it can’t be okay. Try to be more in person more often with the people you need to communicate with. Be more human in your approach, show empathy, respect and gratitude. These are human constraints that never changed.

These are real emotions. You can’t fabricate.

They are human. In BombBomb, we believe that humans have intrinsic value. We are the most unique animals on the planet. We are the dominant creature here for a reason. Let’s lean into those strengths in all types of business, whether it’d be internal communication, external, the customers, existing customers, whatever that might be. I believe that humans do it better when it’s face-to-face. We’re more understood or more heard. It’s a better way to do it.

The name BombBomb has explosive connotations. It’s such a great name and memorable.

That’s why we picked it. We’ve been at this so long. When we started, the popular phrase was, “You’re the bomb.” We thought Bomb.com and then we bought BombBomb.com.

Back then, we used to collect and buy several URLs. That was the thing you did back then, if you remember.

There were some days when you have to buy them by fax. It was the one where you’ll send a letter to someone in an office.

We had this one and we were always entrepreneurial. We had several different businesses but we knew this one was going to be big and so we decided we’d use the BombBomb URL or domain for this idea.

That is great because that sticks.

Usually, we walk up to a conference in early days and we would have our name tags. They say, “We want to know who’s going to pick this up.”

Everything you’re saying is resonating. I am truly inspired. I’m sorry to say, Darin, that we’re going to have to go to the show’s quick-fire questionnaire. All this professional stuff aside, this is the meat of the show. I have ten questions, which I stole from someone who shall remain nameless. It’s always better to borrow someone else’s idea. The first question is what is your favorite word?

My favorite word is perseverance.

Number two, what is your least favorite word?

It’s can’t.

Question number three, what are you most excited about?

My family, my children is the best. Being a dad is the best job I’ve ever had, ever will have. Being married gratefully for years is the best. I do all of this to do that.

Number four, what turns you off?

The inability to have a conversation about things we disagree in. We need to be able to have a controversial knockout. We need to be able to have discourse and be okay with each other.

The relationship your customers have with your people makes them choose you and stay with you.

Without cancel culture you mean?

Let’s disagree, agree to disagree and be okay with other people’s ideas, even if they’re not ours. If we think they’re horrible, be okay with other people thinking differently than us.

Question number five, what sound or noise do you love?

I live in Colorado. There’s nothing better than the pines. It’s the whispering pines. It calls to you.

Number six, what sound or noise do you hate?

I hate the Harley Davidson guys. I live in this tranquil area. There’s a road. They loved to rip up that thing. I’m sure it’s amazing but I hate it. I wish they would stop.

Number seven, what is your favorite curse word? You may plead the fifth, spell it or ignore the question altogether.

I’m clean with it. I’d probably say damn it. That’s mine. It’s pretty soft.

Question number eight, what profession, other than your own, would you like to attempt?

Racecar driver.

Having said that about the Harleys, you’re just like, “I’m jealous. Pull it. Let me have it.”

I personally hate it while I’m sitting at my deck enjoying the evening.

Question number nine, what profession would you not like to attempt?

Accountant. I can do accounting. I can read the spreadsheets but I don’t want to do it.

Question number ten, if heaven exists, what would you like to hear God say when you arrive at the pearly gates?

Good job listening.

Darin, it’s such a pleasure to have you on. My final question is, how do people get hold of you? How do they find out how to engage with you and take advantage of this fantastic model you have?

If you want to understand more about what we’re doing and how we’re helping people do that, BombBomb.com. If you want to connect with me, LinkedIn is the best. I’m easy to find Darin Dawson BombBomb. You’ll find me. I guarantee it. You can send me a LinkedIn message. Make it personal. If you’ve heard one thing, you will get a response from me, I promise. If you’re personal, it is not generic. Mention that you heard me on the show or something. Make it personal. Learn something about me before you hit me up and you will get a response, I promise. I might not go for whatever you’re getting after me for but you’ll get a response.

Darin, thank you so much. It’s been such a pleasure. I’ve learned so much. I can’t wait to stay in touch and follow your progress. We’ll be in touch very soon.

I appreciate it. It was great. It’s fun to be with you.

Thank you.

Important links

• BombBomb
• Darin Dawson – LinkedIn

About Darin Dawson

Darin Dawson | President & CO-Founder of BombBomb.com
Online marketer. Sales and operations guy. History buff.

I’m on a mission to rehumanize the planet – and I want to start with your business. I believe that human beings have intrinsic value. Each person deserves to be seen, heard and understood. That’s why I co-founded BombBomb. We enable everyone in your organization to easily record, send, and track personal videos so that they can break through the digital noise, build human connection, and get a “yes” faster and more often. Stop relying on plain black text on a plain white page to communicate your most important and valuable messages. Start enjoying the benefits of face to face communication through simple, personal videos. It’s easy to install – and you can start receiving benefits right away. Learn more right now at BombBomb.com