The Secret Sauce of Restaurants With Rishi Nigam, CEO and Co-Founder of Franklin Junction
Rishi Nigam is the Co-founder and CEO of Franklin Junction, an innovative digital technology platform redefining restaurant economics through the power of e-commerce. Franklin Junction’s proprietary suite of patent-pending technologies helps restaurants optimize excess kitchen capacity by becoming a host kitchen. Hosts are then thoughtfully matched to proven restaurant brands, allowing them to increase revenue while providing brands with a greater geographical reach. Rishi has over 20 years of experience running operations in the restaurant, sports, entertainment, and airport arenas. In 2021, Rishi was on the Atlanta Business Chronicle 40 Under 40 list and has also been named among QSR magazine’s 12 Digital Disruptors.
Here’s a glimpse of what you’ll learn:
Rishi Nigam explains why he started Franklin Junction and how it operates
Why Franklin Junction is the “secret sauce” behind successful restaurants
What Franklin Junction does to help restaurants maximize revenue
How Franklin Junction plans to be more involved in its clients’ e-commerce and order management systems
What digital hospitality means
How Franklin Junction anticipates the needs and wants of its customers
What are Franklin Junction’s future expansion plans?
The best and worst advice Rishi has ever received
What you’ll learn in this episode:
What can restaurant owners and operators do during downtime when employees have food to cook but there aren’t any orders being placed? Is it possible for staff to prepare food for secondary brands to maximize revenue? Why should restaurants be limited to the kind of food on their menu when money can be made by producing different types of food from other menus?
Now that consumer behavior has shifted toward delivery and off-premise food consumption, it’s more realistic than ever for under-utilized restaurant kitchens and staff to prepare food they don’t normally offer. Restaurants can expand their market by being a host kitchen for other brands at times when they’re not busy taking orders. Rishi Nigam co-founded Franklin Junction to meet customer demand for outside brands to keep existing restaurants active with extra business. According to Rishi, existing restaurants come to Franklin Junction to help grow their revenue base. They have the science to evaluate and determine whether picking up a secondary brand’s’ business is a good fit as a revenue booster.
On this episode of From Persona to Personal, Roger Hurni sits down with Rishi Nigam, Co-founder and CEO of Franklin Junction, to discuss Franklin Junction’s unique business model of facilitating host kitchens in existing restaurants for brands outside the owners’ market share. Rishi explains how Franklin Junction helps restaurants maximize revenue using their existing setup and how they can utilize their downtime to increase profits.
Resources mentioned in this episode:
This episode’s sponsor:
Today’s episode is brought to you by Off Madison Ave. At Off Madison Ave, we create meaningful moments of brand trust and influence how people interact and engage with brands.
There is a science behind tapping into your audiences’ desires and motivation. After all, if you’re not changing your audiences’ behaviors, you can’t truly unlock all of your brand’s potential.
The proven models and methods of Behavior Design is the strategic foundation for your brands’ success.
Episode Transcript
Intro 0:02
This is From Persona to Personal podcast. Today's episode is brought to you by Off Madison Ave. Off Madison Ave creates meaningful moments of brand trust and influences how people interact and engage with brands. The science behind their approach taps into your audience's motivations and desires. After all, if you're not changing your audience's behaviors, you can't truly unlock all of your brand's potential. Now, let's get started with the show.
Roger Hurni 0:33
Hello, everyone. I am Roger Hurni, the host of this show where I get to speak with top leaders in food and beverage. I have a wonderful guest today but before he gets to him, today's episode is brought to you by Off Madison Ave. At Off Madison Ave, we use behavioral science to create meaningful moments of brand trust, which influences how people interact and engage with companies. Our behavioral approach taps into your audience's motivation and prompts them to shift behavior. After all, if you're not changing your audience's behaviors, you can't truly unlock all of your brand's potential. These proven behavior models and methods are the strategic foundation for your brand's success. Today, the guest I have came from a previous guest so I want to actually start by giving a big shout-out to James Walker the CEO of Frisch’s Big Boy for introducing me to Rishi Nigam. I hope I got that right. I know it's Hindi so and my language skills while good, are not that great. He is the co-founder and CEO of Franklin Junction, an innovative technology platform driving restaurant eCommerce growth. Rishi has more than 20 years of experience running operations in restaurants, sports, entertainment venues, and airports before launching Franklin Junction. Partners, Franklin Junction powers include Nathan's Famous, Frisch’s Big Boy, Hooters, and other leading industry brands. Rishi, welcome to the show.
Rishi Nigam 2:01
Thanks, Roger. Thanks for having me on.
Roger Hurni 2:03
All right. Name is good, right? I got it right?
Rishi Nigam 2:04
You got it.
Roger Hurni 2:05
All right. Yeah. If I knew how to say thank you in Hindi, I would totally do that. But clearly, you're an American with an Indian background.
Rishi Nigam 2:10
Did my drawl give it away?
Roger Hurni 2:12
All right. Now, from what I understand, Franklin Junction is a secret sauce, if you will pardon the pun, behind local restaurant success. Let's start by telling listeners why you started the business and how it functions.
Rishi Nigam 2:35
Yep. So the concept behind Franklin Junction came from really decades of us struggling as operators in this industry to survive, make a good profit, not be so susceptible to little changes in, you know, economic patterns or demands. And, you know, one of the reasons that we have that issue is because we go find this great real estate, we decide on the concept we want to do. And then we lay out a bunch of money to build a great restaurant, with a kitchen that can really make all sorts of food. But then we limit ourselves by putting a sign out front that says, Well, I can only make this concept from this hour to this hour. And so basically, if you're not having people come in your restaurant, or they don't want that food, or they want to eat outside of your hours, whatever it is, you're all of a sudden not serving, you know where the demand in your market is. And so, forever restaurants have been saying, Okay, well, I know I'm not maximizing what my restaurant can do, because I'm limited by various factors. How can I make more money? And so we set out to solve that problem because we saw two things that really kind of click the light bulb in our head. One was, the consumer behavior started shifting towards delivery and off-premises food consumption, people wanted to eat out more, but they didn't want to eat at restaurants. They wanted to deliver to home, work wherever they were. And so now you have this demand of food going to other places besides just your dining room. And then the second thing was, we saw the aggregation of the delivery challenge that restaurants had. So you had Uber and DoorDash and Grubhub. And these companies start building the delivery network that aggregates the delivery, makes it feasible. I'm not sure if it's still profitable, we're still trying to figure that piece out. But it's, it's certainly a lot more feasible for more restaurants to deliver food. So now you had the demand shifting and you had a you had a way to get the food from restaurants to there. Where we come back to is our problem on solving that restaurant’s issue of making more money. And what we do is we go into restaurants, we evaluate what the available kitchen capacity is, and offer them secondary brands that they can sell for delivery only. So So now You're not limited to the one brand that you're serving inside your restaurant, you're also selling, maybe you're a pizza restaurant, and you're also selling a burger and fry brand out the back door for delivery. So now you get extra revenue, you're using the same kitchen, the same staff, and you're serving a customer that's not necessarily walking into your restaurant, which expands your market. So so and we call that the host kitchen model, h o s t. So it's a, it's a play on Ghost kitchen, but we think a more relevant term because we don't think ghost kitchens are successful, and we think they just create more of the same problem, which is new infrastructure with that economics. So we thought, you know, using existing infrastructure where there's no additional capital required, and giving them secondary brands, that's that's a, or allowing them to host secondary concepts, that's a more promising one. And fortunately, so far we've been right.
Roger Hurni 5:55
Well, it's a fascinating business model. And, and as a teenager, I did a lot of restaurant work, and I remember there was a downtime for two or three hours. I mean, yes, we would do work, like food prep for dinner, and things like that. But it was, it was pretty dead, and pretty useless. And clearly, the restaurant wasn't driving revenue. So to be able to find that niche and say, Okay, let's find a way to sell food. Theoretically, 24/7. I really, I really think that's a super interesting business model, and make sure you can sort of feel that dead space. When you were explaining the model, does the customer know that it's that restaurant, in are they able to order some of the restaurant’s order or make food? I should say that are that's not on the menu.
Rishi Nigam 6:50
Yep, that's a great question. So the customer only knows the brand that they're ordering. They don't know that it was made by another restaurant. Ordering, like one of our partners, is Hooters when your order Hooters chicken wings, you know, there may not be a Hooters in your neighborhood, but you see Hooters is available for sale. And when you get that product, we have had that product made the exact same way you would out of a Hooters it's still hand-breaded, it's fried, it's in the same sauce. It's all the same specs and procedures that you would get from a Hooters. But it's made by another restaurant who can support the presence of that in your marketplace. So it might be your local diner, it may be your local hotel, it may be in somebody else. And you don't necessarily know where it's coming from unless you ask your driver and your driver tells you hey, I picked this up at the Marriott down the street.
Roger Hurni 7:42
That is, that's fascinating. So your customers basically sign on and say, Hey, I'm I have downtime in here that I'm going to pick a number for the sake of an argument here. Here are the six dishes I'm willing to make from these three restaurants. And that's all they supply, then.
Rishi Nigam 7:58
No, you know that exactly. But in many cases, restaurants don't know what to do. And so that's why they come to us. They're, they know that people are not visiting their restaurant, nobody's in the dining room, they know that there's, you know, equipment and staff sitting there ready to make food, but they don't know what it is that's going to sell on their neighborhood what fits into their kitchen. And that's why they come to us. They you know, if they if they knew that they may not need to come to us, aside from the fact that we've got dozens of great brands lined up ready to go. But they come to us because we have the science behind evaluating what is the right fit and what is actually going to make you money and not just be a trial.
Roger Hurni 8:38
Thank you. That's, that was the trick. I was looking for that component of like, how do you determine what my restaurant should make? And you're the ones that come in as the expert and say, Hey, based on whatever criteria that you have, here, the dozen dishes that you can make from these three restaurants, and then you negotiate, get all the supplies or show them how that's all done. And then they go off and make it.
Rishi Nigam 9:08
That's right.
Roger Hurni 9:10
All right. All right. Now, this brings me to my second question. That was a good conversation. What were you thinking, opening up this company in 2020?
Rishi Nigam 9:13
Well, we already had we were working on this actually, even before the pandemic and this is, like I said, an issue that's been persistent and plagued the industry for decades, which is why 80% of restaurants fail within the first five years. And even the ones that are successful have about a 5% profit margin on average. So so there is we've always kind of struggled with how do we squeeze more out of this building that we've, we've invested in. So I don't think that you know, COVID was going to slow us down. On the contrary, what it did is it served as a catalyst that accelerated us about 10 years forward because so many restaurants were closed down over the country, and people's habits were delivery was the only option in a majority of the country, right? You weren't going out to restaurants lot of people are locked down for a long time. So you actually accelerated the, the consumer behavior and the pattern of ordering delivery and restaurants adopting that. What's pretty amazing is that I think less than I don't have the exact numbers, I just read the studies a couple years ago. But back when we were getting started, it was like less than 20% of the country had ever ordered food for delivery before COVID. And now that numbers well over 80%, I don't know, I think you'd be shocked to know anybody now in your life that's never ordered food for delivery, you'd be like, we've been living under a rock. So you may not order it regularly, but everybody's adapted to it and said, Okay, well, this is a part of life, if I, if I want food and don't want to go to a restaurant, I can still get that restaurant’s food. So. So certainly, we've accelerated the growth curve and it's been fortunately very good for our business.
Roger Hurni 10:48
you can see, you can see very clearly, I don't think it takes a rocket scientist to point out the niche that you fill during the pandemic, you know, we all had to be at home couldn't really eat out. And I think to your benefit as you were talking, I agree with you 100% on consumer behavior, given, given my background around consumer behaviors, specifically, there are behaviors and there are habits. And you were right, you know, then during the pandemic, people's behaviors change, because of the situation where they had to order out, but their habits also started to shift. Because it wasn't consistently ordering out from the same place. People were trying, because you were stuck. Consumers wanted to try new things. And they were willing to experiment and go away from their favorites just to just to try stuff. And yeah, yeah, and those have been stuck, obviously, because now we see online ordering and QR codes like, like, it's everyday water. You know,
Rishi Nigam 11:50
I don't think a lot of customers know or diners or people, in general, know what they want to eat always. So it's kind of incumbent on the food service industry, people, those of us that work and operate in restaurants to figure out like, what is it that people are going to want anticipate maybe those desires and give them you know, the different variety and flavors, and give them that. So I think it's it's kind of our job to create that want or that need. Because customers don't necessarily know I mean, people were happy with burgers and fries 30 years ago, and now you can get Vietnamese food and a town of 2,000 people in the middle of Georgia, which is like unheard of.
Roger Hurni 12:30
Yeah, well, I mean, you figured out, you've tapped into and figured out that people are willing, they've shifted habits and are, are experimenting a lot more. I mean, to the point where you know, you know, pizzas actually sort of normalizing like it went crazy during the pandemic. And now there's a little bit of pizza burnout. And you see people shifting to these other sorts of foods or getting back down to a sort of a normal level of pizza, where, think about the stat, the average pizza, when you like, look at the aggregate of everyone in the country has one pizza per person per month, which is the normal, but it was crazy. It was like three at one point. That, that is fantastic. And the company is doing well. So what kinds of challenges are you facing now? Are they growth related? Are they are there opportunities? What's happening now that, that's a challenge?
Rishi Nigam 13:23
Well, certainly I think staffing is the, the issue of the hour, it really has always been an issue in the restaurant business. But I think more so now than ever. I mean, I think the last jobs report said the food service industry is still down over a million jobs from pre-pandemic. So, and I think the more challenging thing is, the jobs aren't necessarily coming back, right? Those million people have either switched to a different industry or they upskilled or, you know, I saw a report this morning that 16% of, of the country now is gig workers, right? So they're working drivers and doing other things, whatever it is so. So that's probably the more interesting thing is the tectonic shifts that we're going through in the restaurant industry, with labor with food cause, inflation, all these other things that restaurants are signing up by the hundreds. I mean, we have, we have, we have a great amount of clients coming on board regularly. But actually, being able to support these initiatives can sometimes be challenging because it's not just, it's not just the person that's on the grill or fryer. It's also managers and people like that, that you're missing maintenance people so their support staff, there's ownership there's management, it's not just, it's not just replacing somebody on the grill so there's, there's a lot deeper issues I think we're going through so anyway, overall, though, I think you know, business continues to be good. We have great tailwinds coming off the pandemic, but certainly, you can have longer ramp-up time so the restaurants are adopting new initiatives like this.
Roger Hurni 15:03
So part of new initiatives and the ramp-up, are you looking at offering other kinds of services to help these local restaurants? And like, I don't know, app development? Or ordering systems? Or what else? Is there anything on the horizon like that for you?
Rishi Nigam 15:20
Man, I feel like you have a bug in our executive conference room. Because you're exactly right, we do have a few things that we haven't announced. But we have gone in deeper with clients and got more involved in, you know, their eCommerce management and order management. And so yeah, it has definitely become a lot more than just adding a brand to their restaurant, it's become totally driving a huge chunk of their revenue.
Roger Hurni 15:46
Excellent. Personalization is, is something that is recognized in the individual consumer, it's not a name on an email. And the reason I asked that is because if you're going into these other initiatives if you're shifting behavior, someone can recognize the personalization. In terms of wow, you understand who I am, because you're, you're making a recommendation of something that I would like to try. Are you in these conversations, let's just pretend it's us, are you in these conversations, looking at marketing, communications, or personalizations, and ordering or e-commerce, is there any level of that in what you're doing?
Rishi Nigam 16:32
Yes, and I think that is a big part of our value prop is that we are actively managing online business and, and a delivery customer is very different than who comes to your restaurant, there's still believe it or not majority of restaurants that just took pick their takeout menu and scan it to their website, or put it on Uber and DoorDash. And that's how they're catering to their delivery customer. And they're not really understanding the science behind what's the need state of this customer, why are they ordering delivery, instead of coming to my restaurant is the same menu going to work is the same food going to travel well, right? If I cook it and take it to the dining room, it's in three minutes, somebody's eating it. But if it's going out for delivery, it could be 45 minutes, it could be an hour and a half. So you don't necessarily want to offer the exact same menu and items and offerings if it hasn't been well thought out. And that whole experience is what we, we kind of call that digital hospitality, right? Because we can't lose the idea of hospitality just because people aren't coming into our restaurants, they're still paying us more than it would cost for them in most cases to produce the food themselves. So they're still looking for that extra experience. So yes, you have the convenience factor of the food being brought to them. Maybe you've got the attachment to a brand. And you're saying okay, well, they wanted to eat this particular food, right, like they want to Nathan's hotdog, they're not going to be able to replace that anywhere else. So maybe they want that. And then the third is like what is that you know, extra, you know, extra mile that you can go to make sure that that customer has as close to of a premium experience as you can offer them without being able to actually do a table touch. And so all of that stuff, just thinking about the journey for the customer, the employee, the delivery driver, all of that requires a very different thinking than restaurant tours and restaurant employees have ever been taught. And certainly, there isn't the resources in restaurants to do that. And, and we do that, right? So we say well, let us take that off your plate, right, let us focus on not just, you know, matching another brand to your location, but actually marketing that managing doing the menu management, driving the, you know, the consumer relationship, the loyalty, all of those things. And, and the beauty of doing that online is you don't have to wait for that customer to come back in the store. You don't have to wait to roll out new menus, you can make changes dynamically, right, you can change your prices, your menu offerings at the snap of a finger and it's uploaded in like the very next order whoever it is they'll see your new menu or your new pricing. And so we can take advantage of that, you know, through through the power of the digital side of the business.
Roger Hurni 19:18
That's where a lot of CEOs, CMOs, and I won't throw anybody under the bus, they'll talk about having an app that they really don't understand the power of that. Because if your app looks at those implicit and explicit behaviors, you can then deliver that kind of high-level high touch customer experience through that through a behavior-based recommendation engine in push notification and add location in there. So that that per-, that personalization that comes through the technology in a in a more human kind of way. Because you, you you understand my needs. I've pushed multiple CEOs of companies with their app to be like, Hey, take your dumb app and let's make it into a smart app. That's, that's where you need to go, because it just being utilitarian, and scanning your menu doesn't really help you. It gets you to the starting line, but that's not the place to hang out. Are you going down that road?
Rishi Nigam 20:23
Yeah, we are. And you know, what we're trying to do is be the antithesis of where the industry is evolved to we've trained customers to just search for the best discount right now. So we've actually taught them to be only loyal to their own wallet. And maybe, maybe they should be. But I know, I know, sometimes I am when I go look for something to order online. But at any given time, you can get half your meal for free. If you just search your apps. I mean, it may not be your number one choice. But yeah, I mean, it makes more financial sense than, than paying 30 bucks for a burger and fries, you can get an entire Chinese meal for 15 bucks, you know, so whatever it is, but we've taught people to search for the best pricing deals. And you know, that's kind of 101 of game strategy, right? Like, don't get in that battle, because you're gonna go out of business, and probably anybody else that gets involved with these gonna do that. So what we try to do is more played to the soul maximum, like, you know, collecting data is great, but people give you their data. And they're saying they may not be saying it, but they're thinking this, they're like, you know, everything about me, you know, what I bought for food for the last two years? Why can't you anticipate what I want tomorrow? Right, like, you anticipate what I might like, when I might need it, how I like it packaged. And so I think we're trying to work a lot more on being smarter and anticipating needs and making it easier for people to where it's much more of a it's not a thinking process. The second they start thinking and the decision goes back to the consumer’s hand, you may have already lost that set. We're trying to say, Well, no, just say yes, right? Maybe that's a subliminal message behind your head there.
Roger Hurni 22:06
For those who, obviously this is broadcast, so people can't see the, I have a piece of art by a great artist named John Arvizu called Say Yes behind me, it's a little graphic. But yes, yes, of course, you..
Rishi Nigam 22:19
You know, we want to minimize the clicks and the thinking and the chance that if we offer them something that they wouldn't even think that there's another option besides saying, Yeah, I want that. And so so that all just comes down to, you know, really understanding maybe the science behind the behavior and actually using the data to deliver a better experience rather than hoarding it. And I don't know what people do with all this data.
Roger Hurni 22:40
Well, you know, and I've consulted and counseled people before, instead of thinking of your, your CRM system, you should be thinking more as a customer data platform. And, and looking at those behaviors. One of my other companies, and this is kind of a shameless plug Lighthouse PE, uses an artificial intelligence, artificial intelligence algorithm, to look at those behaviors, and then make the next call in the native app, like what you should do. And it focuses on a couple of different industries, but that's where, that's where I see restaurants having this really wonderful opportunity to automate some of those processes. And you are, you're at the leading edge of that, and I can't, I can't imagine that your sales process isn't like shooting fish in a barrel. Yeah, that's the metaphor I wanted. Maybe that's not the metaphor I wanted. But it was gonna really bring me to my next question, how is your sales process? How do you introduce Franklin Junction to do that?
Rishi Nigam 23:46
Yeah, I think people have to be ready and willing to understand that this is a, this is a shift in your business model, because so many restaurants have spent their entire you know, existence, just focusing on a single item, single layout, single task, and we've distilled it down to where there isn't a lot of room for error. And I think what we've failed to realize is that our team is a lot more versatile than we think our equipment is versatile, our staff is very versatile, people learn a lot faster and easier, maybe than they used to. And, you know, there's a lot of technology aids that help with that. And so we should also be thinking about our entire infrastructure as something that's more versatile. And, and so. So that's kind of, you know, kind of what I'm more try to educate people on is how, you know, how the building how your restaurant can evolve. And then when they're ready for it, you know, they'll just come to us but I'm not out there like hard selling the Franklin Junction solution that people I think, know about us in the industry. They have to accept that, yes, you know, we can do more and we should do more. And when they're ready for that were the obvious answer, because I don't think there's anybody else really doing what we do.
Roger Hurni 25:03
Great. I got to see two homework questions. You've been gracious with your time. The first one is, what's happening now that gets you excited. It can be about business can be personal. I'm just kind of curious.
Rishi Nigam 25:15
Yeah. Well, I'm really excited about in general the acceleration towards this model. Because, you know, I think during COVID, people are still waiting to see like, how are things going to shake out, and where are we going to end up. So I'm super excited that as we've come out of COVID, we've had a lot more engagement from big, iconic restaurants, restaurant groups, both as brand partners on the platform, as well as wanting to be host kitchens. And I'm starting to see several of them sign up as both, which is really cool, too, that you see that I can not only tap into Franklin Junction to extend my brand into new locations, but I can also make more money for myself, my franchisees out of our own stores. And so I think it's really cool to see people participate on both sides of the marketplace. Another thing that's been cool is that we've evolved outside of restaurants and gotten into hotels and grocery stores and convenience stores. So we basically proven that anybody with a licensed professional kitchen operation can become a host kitchen. And so it's, it's really added, you know, flexibility to maybe the markets that we can go in and the neighborhoods we can go into, that's been super cool. And then I'll say, you know, we've got some cool international deals coming up too where we're going to be taking U.S. brands to some of our operating partners and other countries, we recently announced the deal we'd been working on for over a year and a half with an operating group out of Japan, that has 1,400 restaurants in their network. So they do a similar model to us. You know, they're a little younger than us. And so you know, we've got the technology and the resources to help them scale up. And then we've got the access to great brands that want to go into that market. And so it's a great opportunity for brands on our platform to maybe cross borders without having to invest any money.
Roger Hurni 27:01
Wow, lots happening. Very, very exciting. Very, very exciting. I think listeners can certainly learn a lot from how you're able to look for those small niches of opportunity and really grow it. And that's, that's good advice for everybody if they can sort of read through that. So speaking of advice, my last question, because this is going to come out of left field, what is the worst advice you've ever gotten? Everyone wants to ask the question, What's the best advice? So I have to zig when people zag.
Rishi Nigam 27:34
Wow, I might need a pause on that you got, you got me.
Roger Hurni 27:40
That's my, that's my reporter gotcha moment with everybody. You know, I've had people tell me, I should never start a company. And then when it was really successful they’re like, I guess that advice was really bad. And like, absolutely, that advice was really terrible. Thank you very much.
Rishi Nigam 27:58
Yeah, I had a lot of friends and colleagues convinced me to do things that probably weren't the smartest things to do. But you know, I'll probably spin your question I'll say the best advice I always got is, just let your wife know, she's always right. And so that's my wife, who's always you know, kind of challenging, you know, things that I'm doing and work and she's just a great sounding board and, and even when I tried to argue with her as sure enough, like few months later, whatever her thought was always plays out. So I'm not sure if I can maybe share the best advice it may be x-rated you know, I've got like, high school and college coming back, but definitely.
Roger Hurni 28:37
Rishi, Rishi I'm gonna save you on this one. I am going to be the one to give you the worst advice ever. Here it is right now. Never listen to your wife.
Rishi Nigam 28:48
There you go, thanks, Roger. Worst advice ever received. I'm not gonna take it.
Roger Hurni 28:53
I'm well, it's been a great conversation. I've been speaking with Rishi Nigam, who is the co-founder and CEO of Franklin Junction. Rishi where can people learn more about you and Franklin Junction?
Rishi Nigam 29:08
Sure, so www.franklinjunction.com to learn more about the company info@franklinjunction.com If you're interested in talking to us more about how to partner and then me personally, I'm pretty active on LinkedIn, so you can find me on LinkedIn at Rishi Nigam.
Roger Hurni 29:24
All right. And that's R-I-S-H-I N-I-G-A-M. Rishi again, thank you so much. I am Roger Hurni. This is From Persona to Personal and we'll see you next time.
Outro 29:38
Thanks for listening to from Persona to Personal, the podcast that takes a closer look into how organizations personalize their marketing. We'll see you again next time and be sure to click Subscribe to get future episodes.
