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<v ->Resilience implies a need to react quickly</v>

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and be flexible and agile.

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And marketing is a great place

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for that to really be a source of competitive advantage.

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If you can be more reactive to what your changing needs

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and demands of your customers are, that's a win.

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If you can use new data and technology assets

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to get better, more responsive signals

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from your customers than the competitor, you will win.

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And I think it's very important, then, to have that nimble,

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agile, almost athletic stance during a time of resiliency.

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That notion of being athletic, also, we use the term,

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you know, the best defense is a good offense.

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So now is actually a time to be thinking

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not only about defense, but thinking about offense.

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Think about what are those capabilities that are necessary

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for the next three years,

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and how do you take an opportunity like the present

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to invest in those capabilities.

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Because what got you here

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is very unlikely to be what gets you there.

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And so, making some bold decisions,

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maybe cutting back in some areas that used to be sacred,

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sacred cows or, you know, traditional areas of strength,

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and then thinking about, OK,

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how do I create competitive advantage

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for the next three years?

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That really is a great opportunity now,

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a great conversation to have, for CMOs to have.

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So, I do think that in a time of uncertainty,

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building out resilience is

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about adopting an athletic stance,

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having both a strong defense and a strong offense,

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and thinking about ways in which to double down investments

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in places that will really matter

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for the next three to five years.