The Future of E-commerce | Andrew Mosko

Justin Aronstein (00:01.95) Welcome to Check In to Check Out. Our guest this week is Andrew Mosko Director of D2C and Digital at Throne Sport Coffee. Thank you so much for coming on the show, Andrew. We're really delighted to have you. Tell us a little bit about your role. What do you do every day? What's it look like? Andrew Mosko (00:19.99) Absolutely. Thanks Justin. Thanks for having me. Excited to chat. My role at Throne Sport, I lead all digital commerce, e-commerce, and all growth across any digital touch points. So that includes e-comm, D2C, Marketplace, Amazon, Walmart. I also lead all our paid media initiatives. So any paid media or digital spend to drive back a customer conversion directly at any of our marketplaces or even delivery apps and D2C. or any emerging channels. So that is my world. My role kind of sits as most e-comm and DTC roles do. I sit in the intersection of revenue, marketing, and total brand operations. So in my world, I am owner of all traffic that comes digitally, all brand awareness digitally, all conversion, all retention, and ultimate profitability through our digital channels. It is essentially running channels that power the business. Justin Aronstein (01:22.784) Holy shit, that's a lot. That's a ton. I mean, that's a lot of different areas to have to be an expert in. How big is your team? How do you know what to hire internally? How do you know where to focus your time? Andrew Mosko (01:39.02) Yeah, so currently here, believe it or not, my team is myself and agency support. So I drive both strategy and I am hands on keyboard. I have an agency that executes paid media that executes marketplace strategy and also marketplace paid media. And between myself, my fingers on keyboard and my agency support, we drive this machine and we are extremely lean and that is an intentional. path forward because of the brand and where we are currently. And I am driving this ship with support of agency today. Justin Aronstein (02:16.502) Wow, that's incredible. I mean, the site looks great. Throw in Sport Coffee is sportcoffee.com. It looks amazing. How do you manage that? Like, do you have a development team? What's that look like? Andrew Mosko (02:28.3) Yeah, so again, we don't have internal developments. We have agency support. Again, I am working directly with some of our vendors on understanding where our roadmap criticalness is. At what point do we decide when we put in place enhancements, optimizations, or any other type of CRO touch points on thronesupport.com. So ultimately it comes down to my roadmap, my roadmap management, and determining at which point do we leverage. Justin Aronstein (02:41.174) Got it. Andrew Mosko (02:57.336) an agency, an agency partner to execute the work. Justin Aronstein (03:00.726) Awesome. Love it. So it's one man managing a bunch of agencies. It's something I see a lot, especially on the smaller side and more and more. I remember whenever e-commerce was like, oh, we got to have this all in-house. It all has to be in-house. We know the brand. I think those days are over in a lot of ways for a lot of different. Andrew Mosko (03:17.687) Yeah. Andrew Mosko (03:22.734) I agree, I agree. think historically, right? So even 10 years ago, 15 years ago, right? Or even five years ago, there was a huge path forward that we need to build this machine internally. We need to have all of our persons sit inside. We need to build an internal agency that's gonna power what external agency is doing for us. I think what we realized is that, You can put persons in this role, but you're only going to get the expertise of that team. For example, if you have five persons and you rebuilt an internal, let's call it a CRO agency and you've internally built that, you have no leverage from what others are doing on other accounts and learning day in, day out. You're also paying a higher premium to build that entire team internally. So I think there's pros and cons to it. My, my, my point of view is always. supporting my internal team with agency. Even if I have a 20 person team, I want to support that with an agency because of the added eyes, the added strategy, the operations that comes around with that. Justin Aronstein (04:32.15) Yeah, I love it. love it. So it sounds like you're successful where you're at, you're doing good work. I think it's really interesting. I do. But I think what's more interesting, especially as humans, because we all fail, well, I it's just to be human is to fail. And so my question is, where have you had a memorable failure that you've been able to learn from? Andrew Mosko (04:50.189) Yeah. Andrew Mosko (04:58.422) Man to be completely honest failures happen every week, right? Let's just put that out there if somebody says that they are operating a hundred percent and they Don't slip and fall. I they're I think there's a couple of member if I had to think back. There's a couple of memorable Instances at a previous brand a very large brand I I led Direct to consumer for a couple of the sub brands And I think the path to relaunch our entire digital ecosystem, inclusive of front end user experience, back end operations of our sites or our DTC experience, knowing we had 30,000 SKUs and a real aggressive plan, regardless of how many persons you put on there is not going to hit a three to four month target, right? It's impossible to do that. I think When I look at that, while I didn't lead the entire decision-making on the path from start to implementation, there are sub-aspects within there that my team was leading where perhaps, right, and this goes back to being less, I would say less experienced, but perhaps I could have vocalized more on where my team needs additional time. And if we don't have this additional time, If we don't load our product, we don't get our pricing, we don't get the creative in, there's no way we can go to the other step or other phase of this project, which is launching it. And I think not being able to vocalize that, and when you are younger and more green in your career, it's difficult for you to speak up and tell a VP of this business that, my team cannot do this, for fear of you being seen as, well, he doesn't know how to manage the team. Justin Aronstein (06:34.047) Yeah. Andrew Mosko (06:51.246) or he or she don't know how to run this business. And I think a huge learning experience for me in that is that the VPs and senior execs respect that, right? They want to hear that because ultimately they don't want to miss a deadline either. And if that means pushing something out two, three weeks or a sprint or two, that's fine because now we're delivering more than just an MVP product. Justin Aronstein (07:14.036) Yeah. That communication is really hard. And the tip that I give myself more than anyone is like, we're all human. We all poop. So you just gotta, no one is more important than you. We're all on the same playing field. Even if they have a bigger title and make more money. Andrew Mosko (07:27.96) Mm-hmm. Justin Aronstein (07:40.872) You have to just speak to them like you would anyone else. But it's really hard and it's intimidating. Right? Like how do you, where have you found that ability to do that? Andrew Mosko (07:52.813) Yeah, I think it's very hard. So human psychology is a very interesting topic. in my experience, the roles that I have felt the most free without any fear of how I would be perceived and speaking up to whether it's the SVP, VPP or CEO of the organization are roles in which that senior leadership takes on that same approach. Whereas the president of the division or the CEO or the CMO looks at you, whether you are a coordinator, first time job out of college as equals. I think that crafts and creates that environment where everyone knows and feels that, yeah, they may have a larger title, they may be here 10 years more senior than I am, but we're all on the same team. When leadership approaches it as a I am your boss, Justin Aronstein (08:33.387) Yeah. Justin Aronstein (08:45.906) Yeah. Andrew Mosko (08:50.196) and not I am your leader, that's where that breaks down. And I think those are the organizations looking back through my career where not just myself, but other departments have also had breakdown and failures of execution because of communication. Justin Aronstein (09:06.262) And I mean, I've seen from the first time coordinators where they're like, this person speaks to me like we're on the same level and they don't know what to do with it. They're like, they expect this person to be the boss to have all the answers all the time to whatever. And they don't realize that this is intentional, that we're all on the same level because the things that the coordinator is seeing are things that the VP may not be seeing. Andrew Mosko (09:25.166) Yeah. Andrew Mosko (09:32.719) Correct. And I think it's also eye-opening because that exact example, we're going to take double-click on that and take that further, right? I think somebody coming into a new role, let's say a coordinator, fresh out of college, a year or two out of college, has exposure to senior leadership. And what they do is they realize that they don't have the answers. We all come together and determine a path forward. And I think that also breaks out some of those walls, some of the... the shyness that somebody may have. But it's very interesting. Justin Aronstein (10:06.258) Yeah. And I think it's like really interesting, like emerging media, AI, TikTok, how, just be a little age, just how a 60 year old understands TikTok or even a 35 year old. I'm not on TikTok. Like I'm not, I don't use TikTok, but I know that like a large audiences and a large people that I might be advertising to might be on TikTok. So how do I leverage that? Why I can't do it myself. Andrew Mosko (10:20.482) Yeah. Yeah. Justin Aronstein (10:34.666) I need someone who's native in TikTok. Andrew Mosko (10:38.814) Exactly. And that's really where that relationship building, you know, there are memes out there, right? There are memes out there that a 20 year old Andrew is best friends with a 57 year old Mary in an organization. And that's because we are doing opposites and learning from each other, regardless of the age graph, regardless of the seniority in the organization. That's exactly it. I think you get that right on the point. Justin Aronstein (11:01.758) Yeah, I love it. So what is a hot take you have in e-commerce? Andrew Mosko (11:11.702) Yeah, so my hot take could be controversial depending on who you speak to. I think it is hard for me to put timing on this, but I think in the next couple of years with the evolution of what we are seeing with shoppable commerce and AI that we don't need to spend as much as we're spending to drive all this traffic to our dot coms anymore. I think our dot coms, whether we have a $100 million e-commerce product or a $10 million e-commerce product, our customers are starting in a different mindset with AI and using, whether perplexity, co-pilot, chat GPT, let's use chat GPT as the best example, on products that they wanna buy. There is such a large volume of... high intent customers that are searching for a specific product on JetGPT. And now as they're starting to roll out shoppable commerce, which is just a pass through, there may be some shifting in what we do in overall strategy and spend strategy in customer acquisition through funnel. We may start taking a look at total traffic bottom funnel. Do we need to invest as significant as we are, knowing there's going to be a huge shift of that audience starting elsewhere? Justin Aronstein (12:34.9) Yeah. Andrew Mosko (12:35.5) Right. And now our sites maintain and will always be our, our brand destination. Our brand marketing site will always have our support to drive traffic and drive conversion. But I think at some point there's going to be a shift in accepting that there's a large portion of, of potential or customers that are starting in AI. How do we start to leverage that? And I think. The ones that starting to get ahead of that are those that are investing significantly in AEO, right? SEO was 10 years ago. SEO gives you in Google a bunch of links that are listed and a customer user has to click on those and determine which is the best result. If we start to build our digital properties, our websites with AEO in mind, we are now retraining ourselves in how we put content on site. but it's helping populate and push through what these chat engines are returning as an answer. So I think my long story short, I think there's going to be an evolution to where there's going to be so much demand that's coming from chat bots or AI like chat GPT through a customer that is lower funnel, high intent conversion that we may start to adjust our strategy. Now, the other piece to that is there's going to be a point where chat GPT start monetizing that, right? Justin Aronstein (14:01.984) Totally, yeah. Andrew Mosko (14:02.158) and how do we start to change and we include a whole new channel in there. That's my long answer. That's what I take. Justin Aronstein (14:09.212) Yeah, I love it. So I agree and I disagree in that looking three years from now, what percentage of revenue do you think will have a at least one touch point that you can attribute through AI? Andrew Mosko (14:33.134) putting me on the spot here. If we look three years from now, think I would comfortably say 10, 15%. And I say that because in order to really validate that, ultimately there are going to be some integrations we need to put in place. How can we start to track 1P data through chat GPT, for example, back to our site? It's going to be a little difficult. But I think just based on total volume today, when you take a look at Justin Aronstein (14:43.862) 10, 15. Yeah. Andrew Mosko (15:02.958) Searches that happen, chat GPT, searches that happen, Google, just volume-wise, right? And you take that and you dissect that down from that 30, 40, 45%, depending on what you read, and translate that through. think 10, 15 % would be reasonable. Justin Aronstein (15:16.214) I think that's right. I think that's right. So how does the site change if 15 % of your traffic is complete pass through, not even touching your site? Like, because 85 % is still coming through the site. That's still like your bread and butter that you need to support and really, and I think like where I... Andrew Mosko (15:34.254) Mm-hmm. Justin Aronstein (15:42.774) I love the shiny object. I definitely have shiny object syndrome, but where I give pause on this is everyone's like, Oh, I got to be thinking about AI, AI, AI for shoppable commerce. I'm like, okay, what percentage of traffic is that going to be in 2026? 3 % like you have a whole 95 % of your revenue that you need to optimize for to hit your budget, like to hit your, yeah, your budget. So don't worry about that shiny object quite yet. I don't know. Andrew Mosko (16:13.038) Yeah, I agree and nothing changes on your website today. Nothing changes on your dot com at all. maintains. What I think is going to happen is going to start to change some of our paid acquisition strategies because of that. Dot com will remain. Dot com needs to be as efficient as possible because whether it's 95 or 85 percent or 99 percent of traffic still coming, it needs to be as optimized and as efficient as it is today. Justin Aronstein (16:18.239) Yeah. Andrew Mosko (16:42.818) But three years from now, four years from now, we may have a shift in how we are targeting that funnel. If we have a higher percent, if there's a way to determine, right, on paper or in data that says X percent of traffic is coming through an AI support system somewhere, then that's how it changes some of our acquisition strategy. Yeah. Justin Aronstein (17:03.83) Completely agree, 100%. Yeah. And it's going to be fun to watch. I do think acquisition is drastically going to change. I'm sure you've seen it within Andromeda and Facebook and the targeting and what that has, I mean, has that impacted y'all at all this year, like last year? Andrew Mosko (17:23.852) So here we're still such a small brand that there is no impact, right? So I think we have been lucky enough that there is no impact from that at all. I think we're coming on after the effect and we as a brand are not investing so significantly in paid social today from a conversion perspective. I think we've been kind of blessed in that aspect. I don't think that would be another challenge we wanna layer on right now. Justin Aronstein (17:43.251) Over. Justin Aronstein (17:55.742) Awesome. Is there a part of the job that you dread? Andrew Mosko (18:02.228) yeah, there are aspects, you know, not just here, but overall in all my roles. I think the part that I truly, that I think anybody in my seat would say we dread is that the moment you see an indication that your performance is starting to take a downfall. I think that is probably most dreadful than me having to input a thousand cell Excel file three times a day. Justin Aronstein (18:07.657) Yeah. Justin Aronstein (18:22.75) Uh-huh. Andrew Mosko (18:31.372) Right? And I say that because it's truly dreadful because there goes an actual click in mind where you start running down each and every rabbit hole in your performance. What is triggering a decline in revenue or in traffic or in conversion or in funnel has something broken. So now you're triggering an entire system of checklists to understand where these breaks are. Justin Aronstein (18:31.966) Hahaha Andrew Mosko (18:59.98) And if everything is firing as expected, then now it's even more dreadful because now you're trying to determine, okay, what the heck is truly going on, right? And the worst part of the year for that to happen obviously is October to November, right? And I think there has been some instances or experiences where I've experienced that in previous organizations where I still have PTSD 12 years later, right? So. Justin Aronstein (19:25.302) 12 years later, yeah. Andrew Mosko (19:26.368) So I think that is really the dreadful part. When you talk about dreadful from a day in, day out, what am I doing every day? It would definitely be trying to dissect and figure out again within the data on why certain SKUs are outperforming others when they shut it. Right? what is the outside? You know, what's causing some outside noise to drive these? Justin Aronstein (19:47.798) Yeah. Andrew Mosko (19:56.203) this increase in spend and trying to chase that down. That is a whole mystery network that I think at times consumes a lot of time that may just be something random. Justin Aronstein (20:09.366) Can you speak on that PTSD from 12 years ago? Like what happened? What, how did you find it? What, yeah. Andrew Mosko (20:16.078) Yeah. Yeah. So a fashion retail, I worked in fashion retail at that time. Lord and Taylor, LordandTaylor.com and holiday season Thanksgiving day. We had a, yeah. If anybody's worked in fashion retail or any kind of big retail, they understand there is no holiday, right? You are 24 seven straight through that period of time. And I think, you know, there were a couple of things that will happen. A, Justin Aronstein (20:28.614) Hahaha Justin Aronstein (20:36.31) you Andrew Mosko (20:44.702) We launched a new experience before Black Friday and B, traffic declined and all systems go, everyone, regardless of where you are across the country, across the world, put those plates of food down, get on the phone, get on your computer and let's determine what the heck is going on. A one-hour call turned into a 26-hour event, right, until we got this solved. So from that aspect, that's where I say the PTSD because it was what we thought might have been a simple fix that ended up being a much longer, exhausting, full day plus. Justin Aronstein (21:24.639) my gosh, so in that 26 hours, how many hours were you on the phone? Andrew Mosko (21:28.59) Probably 18. And this is pre-COVID. So this is when you're actually on a conference call with your phone in your ear, you weren't on Zoom, you weren't on screen shares. Justin Aronstein (21:31.08) And Justin Aronstein (21:36.956) huh. Justin Aronstein (21:41.47) Yeah, and are you happy you don't work in enterprise retail anymore? Andrew Mosko (21:46.895) No, I wouldn't say I'm not happy. I think even here, know, at Throne Sports, something can happen that can trigger the same response, right? I think that is the nature of our business, and I think we all have come to accept that. But that specifically, just because of the time period, I remember clearly where I was, what I was doing, that it triggers. I should probably speak to therapist on that one. Justin Aronstein (21:56.127) Sure. Thank you. Justin Aronstein (22:12.544) Holy. Yeah. what, what was like the, the final cause at a higher level? Like, was it something anyone could control? Andrew Mosko (22:21.97) I think it was just system breaks. It was just technology at that point. Can anybody control it? I think it's very difficult when it's technology and something goes down. If a server goes down, if you have 15 servers and four decide not to take traffic and those pipelines shut, think that's difficult to really proactively police, regardless of how much maintenance is being done. Justin Aronstein (22:49.878) Awesome. And now, like in 2026, systems actually work a lot better. It's amazing how far we've come in 12 years. We take it for granted. But when you do have a decrease in whatever KPI, what's kind of like at a high level, what's your checklist? Where do you start? How do you figure out what to diagnose? Andrew Mosko (22:57.474) Mm-hmm. Andrew Mosko (23:15.758) Yeah, I think my first place is ensuring that our site is fully functional. There are no roadblocks. Conversion, checkout, checkout funnel works, right? So that's first place. Is checkout funnel working? Once we go through that, are there any pages, are there any errors that we're seeing in the back? We're on Shopify today. Is there any errors that we're seeing? there any flags? Take a look at CRM. Is email firing? Is there any breaks there? Justin Aronstein (23:27.359) Uh-huh. Andrew Mosko (23:41.497) take a look at our paid media, take a look at all of our paid media channels, are we still spending? Did anything pause? Did anything turn off? Take a look at our marketplace. Is Amazon firing? Is Walmart firing? Are our apps firing? So there are checklists by channel, and then when you identify, then you go further down and try to determine what the hell's going on. Justin Aronstein (24:02.414) Love it. Love it. cause I've been in that same position. have a similar war story, not black Friday, Saturday, just random summer day. But, in the, week we launched at the time I was managing the development team, we launched something, to track users. So we could then, when they call on the call center, they could have a code and we were really getting integrated of every person that came in, giving them a very specific cookie and identifying. all the different touches and the sales channels. So like we could attribute call center revenue, which was something like 40 % of revenue. It was a big deal. And so we launched something and we noticed only Google shopping was having a problem. And so we were clicking our Google shopping links, clicking our Google shopping links, opening new windows, trying it, trying it, could not recreate it. But we knew like two days Google shopping was much lower revenue than it should have been. What is going on? We could not. And then finally, like, if we deleted our cookies in a certain way, like, like a certain, and I think this might've been before like incognito windows were like a big deal. Like, I don't know, like everyone's using incognito window. Could we recreate it coming through Google shopping? And, I remember like literally it was six o'clock at night, Brian day two, like where I've been working on it all day for the past two days. Andrew Mosko (25:08.526) Thank Andrew Mosko (25:15.246) Yeah. Justin Aronstein (25:30.642) like laying under the table, like just like, so defeated, defeated. So I, I feel you. Andrew Mosko (25:34.383) Burnt, yeah, yeah. It's, you know what, the most challenging part is there's no playbook. Like there is no playbook on issue resolution or any of the breaks. We have checklists, but think about how many times you've encountered a break or a system failure. Each one of those are unique, right? Yes, you have the same issues that break, that break, that break. That's systematic, that's operational. Push that to the side. every other instance of traffic down or we are not pushing our shopping ads or we're not seeing conversion, they're almost unique in a sense that it makes it even more difficult to start dissecting and diving down. Justin Aronstein (26:19.05) Totally, totally. Yeah, that's absolutely right. So shifting gears a little, looking at 2026 for throne sport coffee, what are your big investments? I know you're thinking about AI and how that's going to impact things, but for 2026, where are you investing that you think is going to lead to the growth you need? Andrew Mosko (26:40.748) Yeah, so Throne Sport, think we we are, we have the benefit of being a young, vibrant, fun brand. And with that, we have the opportunity here to do things that a lot of enterprise brands do not, right? And what I mean by that is we can have some fun in our channels. We can have fun in testing channels and we do not have that corporate risk behind us because of that, right? For example, when I was at Fortune 500 organizations, I couldn't decide, hey, I want to take X and I want to run a test in this channel because everybody would flip out because you had every single penny attached to total revenue. Whereas here it's very similar. However, we're more flexible, right? We're still learning. We're still in the phase of trying to understand exactly where this customer is. We have some hypothesis and we have data that shows where they are today. But I think as we go through 26, a lot of what In my world, what I will be doing is testing out emerging channels, right? Testing out channels that in other orgs, we would have never had an opportunity to do that, right? Where can I start to shift some of my traditional spend in funnel and traditional channels and place that elsewhere, right? A good example is, can I start investing heavily in on-screen, on-screens and in refrigerators? And I say that because... We are a ready to drink coffee brand. Anybody that wants to use our product is gonna open up their refrigerator. Can I start in Samsung, the Samsung network is a good example, because they have that built in. Can I start to do that? Are there any other avenues where digitally is emerging, it's new, I can get in front of a potential customer? At the same time, what is it that I can do that's different on a delivery app, right? Whether it's an Instacart, or a GoPuff or any other app that gets product from store into consumers hand. And I think that is really where from my world in 26, that is my plan. That's what we're gonna do. We'll always have our marketplace, our Amazon, Walmart and DTC, but where can we have some fun experimenting and finding new customers? Justin Aronstein (28:33.942) Mm-hmm. Justin Aronstein (28:58.346) I love it. love it. had a director of e-commerce from Moe Shandon on season one, and he talked about the delivery apps. But then he also talked about, we're a big sponsor of the US Open, so we buy billboards in front of the US Open to remind people as they go in the US Open, hey, get ready to drink some Moe. And he was totally thinking that same way of like, okay, there's a certain time when people are thinking about drinking. Andrew Mosko (29:05.934) Mm-hmm. Andrew Mosko (29:18.414) Yeah. Justin Aronstein (29:28.594) And what apps are they using while they think about drinking? When do we need to be in front of them? Is it right before they literally order at the bar? Obviously, it's a different timing for you, but it's a very similar problem. what apps are they using? Where can we be in front of them right as they're making that decision? Andrew Mosko (29:48.047) Yeah, and it's even how do you get ahead of that decision? So human psychology, I mentioned this earlier, is very interesting to me because we run online business, but this is all human psychology, right? We're trying to determine best placement on page, best time to click, best time, best color. So in my mind is how do I get ahead of that point of when a customer starts to think about making a purchase? Justin Aronstein (29:51.062) Totally. Justin Aronstein (29:58.986) Totally, totally. Andrew Mosko (30:15.094) Where will they be? Right? Meaning digitally. Where will they be? How do I start the plant that seed then without even having any retargeting remarketing pixels against them? Justin Aronstein (30:27.872) I love it, I love it. And one of the things that I think you guys do really well on your site in that same way is, okay, the top of the fold, what we are, you have some pictures, great, there's a to cart, right? But you guys tell your story really well. And I think it's different than, especially on product details pages, I see a lot of brands these days, they literally have their products and maybe some related products and that's it. like, I... No, it's not laziness. I think it's intentional strategy. But I assume, like, I've always been of the thought, hey, friction doesn't matter. Friction's bullshit. people, if they want fucking coffee, they're gonna buy coffee. They will figure it out. Like, people wait in a long line at Dunkin' Donuts or Starbucks to buy coffee. That's a lot of friction, right? So the friction is how do you tell your story? I think that's something you guys are doing really well. Andrew Mosko (31:05.518) Mm-hmm. Andrew Mosko (31:10.177) Exactly. Andrew Mosko (31:13.901) Yep. Andrew Mosko (31:25.454) And yeah, so our PDPs, if a traditional e-commerce veteran logged on here, they'd probably flip out, right? And I say that because you hit our PDP, as you mentioned, and you've got to also consider, we are ready to drink coffee, that there are tons of other brands on shelves. We need to clearly articulate to a customer, potential customer, what makes us different, right? Justin Aronstein (31:34.582) you Justin Aronstein (31:52.437) Yes. Andrew Mosko (31:53.547) What are the value props in our ingredients that's in this can? How do we clearly explain that, drive excitement, and have somebody purchase this product for the first time without ever trying it? And I think that is how we have structured our PDPs. We try to make it exciting. We try to make it feel sport and athletic and hyper and energy. And we give you all the value props on what's in this product. Justin Aronstein (32:06.773) Yes. Andrew Mosko (32:22.402) And we try to reinforce that, which is why you scroll down our PDP, you get beneath the add to cart. We still have content there because we know a first time customer may still be in that decision phase and needs to understand exactly what this is before they pull that trigger and make that purchase. So this is all intentional how this is structured and we're seeing it work. Justin Aronstein (32:45.27) Awesome, I'm so happy to hear that. If I had advice for like 98 % of e-commerce leaders out there, is tell that story, give those value props. Because just because someone's on your PDP does not mean they know your brand, they don't know your product yet. They're still learning, so let them learn. Andrew Mosko (33:01.326) And I think that's a very important point too because as we're paid media now, as you're driving and spending paid media and then shopping, where are you driving to? To your PDP. Somebody clicks on that shopping ad in Google, they're hitting your PDP. They're bypassing 99.9 % of your site. Tell them, reinforce, make them pull that trigger on this PDP. Justin Aronstein (33:20.726) Alright. Justin Aronstein (33:25.674) Totally totally and there's an assumption that like they already know your brand They're already in love with you and you can like show some of the same media that you showed in your ads Like it doesn't have to like doesn't have to be the separation. You can bring it together. It's okay Andrew Mosko (33:35.447) apps. Andrew Mosko (33:40.466) Absolutely. Your PDP is both a engine, but it's also a marketing engine. Drive that. Make that connection. Have a customer feel that they made a correct correlation between what they saw that click and where they land. Justin Aronstein (33:50.571) Holy Justin Aronstein (34:00.926) I love it. So wrapping up, what are you reading? What are you focusing on? What are you trying to learn right now? Andrew Mosko (34:09.224) man, so my reading list or my watch list, I've been emotionally unavailable for the last couple of weeks since Stranger Things finished. I've been a Stranger Things fan since 2018, whenever it launched. So right now I'm trying to reboot and reprocess what I can invest in. I think again, human psychology, sociology is again another topic theme here. I am trying to understand what makes somebody do something. So whether I'm reading articles, Justin Aronstein (34:18.13) I love it. Justin Aronstein (34:25.536) Uh-huh. Andrew Mosko (34:38.65) I'm trying to figure out the best book I can start to read. Just trying to understand that and connect that to what we do. That is where I'm at right now. So human psychology more than anything is where I'm somewhat focused in right now, understanding what makes people make that decision and how we can take that and drop that on the PDP. Justin Aronstein (35:00.266) I love it. Well, thank you so much for your time, Andrew. A really great insights and a great conversation. Thanks for coming on checking to check out. Appreciate it. Andrew Mosko (35:07.649) Absolutely. Thank you, Justin. Loved it.