This week on the podcast Matt sits down with Wes Schroll, CEO and founder of Fetch Rewards, Inc. They begin the episode with an overview of Fetch Rewards, which is a mobile shopping platform that rewards shoppers for buying the brands they love. Wes shares insight into how they utilize consumer data from the app to help consumers connect with brands, retailers and restaurants. He also shares how brands work with the company and how they generate ROI for the brands for working with them. He then moves into how they capture and analyze the receipt data that is uploaded from customer receipts to turn it into usable insights on buying behavior, price analysis and more. Wes also highlights the importance of letting the consumer guide you into the future of your business as he touches on how their users led them into the restaurant and gas business. They wrap up the conversation with Wes telling the story of how his company was founded as a sophomore in college and how their first funds were raised through entering and winning higher education business competitions. Wes also lays out the four pillars of their company culture that help them continue this tremendous growth and where they are focused for the future.
Episode Transcript
Wes Schroll 0:00
I always tell my company, we're the dog. We listen to the consumer, and we follow
wherever they throw the ball and we do all the hard work, we bring it back to them.
And we do it with a smile on our face and our tail wagging. So that's like our approach,
Matt Waller 0:12
Excellence, professionalism, innovation, and collegiality. These are the values the
Sam M. Walton College of Business explores in education, business and the lives of
people we meet every day. I'm Matt Waller, Dean of the Walton College, and welcome
to the be epic podcast. I have with me today, Wes Schroll, CEO and founder at Fetch
Rewards, Inc. Thank you so much, Wes, for taking time to be with me today. I really
appreciate it.
Wes Schroll 0:41
Thanks so much for having me on the show super excited to dig in.
Matt Waller 0:45
Well, your company and your background are so impressive. And I know, you know, you,
you started this company about nine years ago. And you now have over 700 employees,
you've closed your series e round of financing with 200 million, $240 million. And
with a valuation of over 2.5 billion, so you are a unicorn. Congratulations. That's
very impressive.
Wes Schroll 1:16
It's I always tell the team that's never, you know, an end finish line. But it's always
nice to have the outside market validate the work that we're doing, confirm that the
market is a worthwhile one to be in and trying to innovate in, so it was definitely
a kudos to the team for that. And it's been a wild journey. It's crazy to say we've
even just broken the 800 employee mark. So we have to keep restating.
Matt Waller 1:43
So, Wes, if you wouldn't mind, before we really get going in this, please describe
Fetch, and I'm sure some of our listeners use the app. But for those that don't please
describe it, and what it does and how it's used.
Wes Schroll 1:57
Yeah, so Fetch is a completely free app that you can download and use anywhere across
America. And the basic premise is that we believe you get should get rewarded every
time you are spending money. So the way that the app works is anytime you get a receipt,
so think you, they're a physical receipt that's printed off for you as you're checking
out. Or you can connect your digital accounts, anytime you get like an Amazon transaction,
or DoorDash, or UberEATS, all of those count too, we will reward you with fetch points
for submitting it. And you either take a picture of that physical receipt, or link
your digital accounts, and it automatically pulls in any of those online ones. So
you're gonna get this base level of fetch points every time you do that. And then
we go out there and partner with CPGs, consumer packaged goods companies, retailers,
restaurants, gas companies, really anyone who's trying to reach our 18 million plus
monthly active users. And we will incrementally reward you more for the dollars that
you spend with any of our partners. So for them, that it's a way of being able to
hopefully win market share on a household by household basis. And the consumer then
gets a share in that value creation, because they're getting rewarded with fetch points
incrementally for it. And for doing that, that's just as a markup on top of that.
So the lion's share actually goes to the consumer. But fetch earns more as our consumers
earn more points. And as consumers earn more points, our partners are generating more
sales. So it's kind of a win win win in the equation. And the consumer can save up
these points across all of our different partners, which we have over 700 today, and
then they can redeem them for hundreds of things, everything from virtual gift cards,
I think like a Starbucks gift card, to you can donate them to charity, you can enter
into sweepstakes, you can buy merchandise, there's all kinds of different things you
can do with your points. We don't really care what you do, we just hope you find something
that feels good and feels rewarding for the hard work that you put in shopping. And
this should be a fun, easy way of feeling like you're getting the most out of it without
having to jump through a whole lot of hoops. So that's basically it, super simple.
Matt Waller 4:03
You wind up getting lots of really interesting consumer data from this.
Wes Schroll 4:09
So yes, as consumers are submitting transactions, they're really helping us to have
a better understanding of what categories and items that that household cares about.
So for us, we actually never view ourselves as a data company. Our business is not
to go out there and sell data. Our our business is actually to utilize the data to
make sure we're connecting you with brands and retailers and restaurants that we think
you'll actually be interested in. So we don't want you to have to open the app and
see a bunch of untargeted ads for earning points on things you'll just never buy that
will be frustrating and you would just never earn anything. Instead we're utilizing
it to understand okay, Wes has already, you know, shopping for fast food chicken,
but if he goes to Popeyes, he'll get rewarded with you know, times five points. So
we're utilizing that data to make those connections so that the consumer can maximize
their points and that our brands feel really good that we're targeting the right households.
And they're able to really measure the actual incremental results that we're driving
because of that holistic view that we capture.
Matt Waller 5:14
How, how do you work with the brands?
Wes Schroll 5:18
So a brand would come in to us. And, again, we could look across our 18 million plus
monthly active users. And they may be trying to introduce a new flavor of ice cream,
let's say, we can then zoom in and say, hey, of the 18 million monthly active households,
we have, in the last 30 days, 10 million of them have bought ice cream. And you know,
only, you know, 8 million of them have never tried this product that you're looking
to introduce. So then we can go and run a campaign to those 8 million consumers that
we know live within a retail, you know, a distance of a retailer that carries the
new product. And we can let them know, hey, go and try this new ice cream flavor.
And you can earn 3000 points or some amount of points as the incentive to get the
consumer to go and actually try that product, then we can actually track and see what
consumers do it because they validate the purchase by then submitting the transaction.
So our brand's excited because they now can see the attribution of this consumer saw
that ad available, they then went out there and actually redeemed the offer and purchase
the product. And then we can follow that customer over time, do they come back and
buy again? Do they need another, you know, offer to get them to buy again? Or do they
just start repeating on their own? So it can take into account more of the lifecycle
of a product versus a one time tactic. We're always focused with our brands and retailers
on driving long term sustainable outcomes, because that's what would be long term
profitable versus creating a flip flop dynamic that I think traditional coupons have
done before. And then anytime we're running a promotion, the thing our partners really
like is that of those 8 million consumers who are totally eligible for the offer,
we may not show the offer to 50,000 of them. And they will be our control holdout
that we will then use to measure to take into account everything else that's going
on in the marketplace, subtract out those results, because we don't want to take credit
for that. And truly see what was the lift that was generated exclusively because of
the promotion you ran on Fetch. And therefore, what was the ROI? So we're using that
same test control methodology that was really initially available online only and
now applying it to more of an omni channel view. So because for the first time ever,
we have access to that holistic purchase data of a household.
Matt Waller 7:33
So you've got 18 million monthly household users, that's a lot.
Wes Schroll 7:40
It is a lot. Yeah. So we have 18 million monthly active users, believe it or not,
we have 6 million daily active users, which, yeah, put it in perspective is almost
twice the size of Starbucks in their app that they have, which is like the gold standard
of rewards programs. So our consumers are very frequent users. They enjoy the fact
that it's so easy to use that they say I might as well use it every day I get a receipt.
Matt Waller 8:06
So you've been in business going on 10 years, not quite 10 years, right?
Wes Schroll 8:12
Next year is the big 10. Yeah,
Matt Waller 8:14
It would be interesting to see a graph of the number of active monthly users over
time. How has that grown?
Wes Schroll 8:25
So what would be staggering if we did that is that we didn't launch the Fetch Rewards
app until halfway through 2017. So it would go from zero in 2017, to 8 million at
or 18 million at this point now. And it has been, you know, your classic exponential
curve. We're very fortunate that it's almost 80% of our users today come in through
referral and organic. So referral is a consumer telling another friend or family member
about the app, giving them their referral code, and then earning a couple bonus points
for helping sign someone up. And 80% of our users come from that channel, plus just
people naturally searching and finding it. So the reason why I think we've been able
to sustain that growth, and we don't anticipate it slowing down anytime soon is because
our engine that is growing it is something that is scaling very nicely with the business.
Matt Waller 9:21
So you have a lot of data. I would think managing that data, you know, it so so let
me ask you, if I buy something online, I could just take a photo of it with my phone,
and then include it in Fetch I guess?
Wes Schroll 9:41
So better yet, we actually so any physical receipt, you can just take the picture.
But for online receipts, you can actually just directly link your email account or
like an Amazon account and it will automatically pull them in every time you open
the app and prompt it to so there's not even you don't even have to take a picture
at that point. Once you've connected your accounts, you just open the app and press
that button there, that then gives us permission locally on device to go and fetch
that receipt in for you, and reward you with it. And you're right, we do have a lot
of data to put in context. So if you look at the receipts that were submitted in the
last month, and the dollars that are represented on those receipts, so like a $26
receipt from CVS is, $26, we are capturing $145 billion annually of total GMV, gross
gross merchandise value sales coming through the platform right now, that is the equivalent
of the third largest retailer in the United States by dollars that we capture and
have influence over. And that's after only five years of being around at our current
growth our trajectory, our retention rates, we believe we will actually be north of
Walmart's capital will be north of 400 billion in the next two years. So it just goes
to show that when you don't have the limitations of having to open physical stores,
and instead, it's utilizing a piece of technology everyone already has, you can actually
scale a business like this very, very rapidly. And that's what gets us so excited
is we see our ability to keep growing and then have our influence and the value that
we can drive for our partners continue to go up.
Matt Waller 11:12
145 billion annually
Wes Schroll 11:15
Annual, yep
Matt Waller 11:17
gross merchandise value. Wow. That's, that's a lot of data. Very valuable data.
Wes Schroll 11:24
You know, data is most valuable when it can be turned into something that makes sense
to the consumer for why they are participating in that ecosystem. So that's why we
utilize our data data not to sell. But instead to power the points engine that helps
consumers get quantifiable value for participating.
Matt Waller 11:46
Do your brands, they probably want some pretty sophisticated analysis, don't they?
Wes Schroll 11:53
So we are in the process is a huge investment we made over the last year one of the
reasons why we raised an additional round of funding just to keep building out world
class products. But one of the products that we've been engineering for 12 months
now is what we call Mission Control. And it is our self serve dashboard that is essentially
a map manager across all of the promotions that we run in real time, across $145 billion
of annual sales that any one of our partners can log into, they can zoom into a zip
a specific zip code, they could see if they're having a problem moving items and a
certain region, they can create a campaign in real time and send it live and then
monitor how its performance is going. They can do cross basket analysis, cross shop
analysis, all of these things at their fingertips at the push of the button not having
to wait, you know, for a panel to refresh every three months or anything like this,
this is all going to be real time. And we have some partners actively using it now.
And in January, it will be fully rolled out.
Matt Waller 12:52
Interesting. So so you've got to have some, I would think some really good database
experts and you've got to take this information like they take a picture of a coupon
of a of a receipt, say from Sam's Club, you've got to have a way of taking that and
turning it into computer readable data.
Wes Schroll 13:17
There's an immense amount of engineering work that goes into that process way more
than you would expect. So we're about 850 full time employees. Right now, about 420
of them are on our product and engineering and data teams. So you know, the majority
of our teams are in this engineering space and a lot of ml experts and things like
that. The basic process, though is you have to first start by OCR, which is optical
character recognition, it's basically taking a picture and then making sense of the
pixels that are captured and turning it into the text. So it's extracting the text
off of it. The next layer is then understanding what all that text actually means.
So what part of it is the store name versus the item name versus the price of it versus
tax versus all of those different things. And then the third step, which is the hardest,
is you get all these strings of items or stores. And you actually have to then map
it to a Universal catalog down to a UPC or Universal Product Code level. So that you
can understand that GATORG on a receipt that was printed, is a Gatorade, Orange 12
Pack that's UPC is this. And we have done that since we process billions of receipts,
we continue to have the system learned, and it gets smarter and smarter so that it
gets more and more accurate. But yeah, there's a ton of technology that goes in on
the front end to making sure that data coming in is good. And then once the data is
there, then it's all about slicing and dicing, serving it up in a way that a human
can understand and actually be able to interact with and drive outcomes with because
that's where mission control comes in. So it's yeah, it's a huge long pipeline that
you're you're talking about here.
Matt Waller 14:57
Yeah, and you need different kinds of statistical skills as well, I would think because
on the one hand, you're doing tests and control groups, as you spoke about earlier,
and you're trying to control for various variables and timeframes. So you have test
and control groups. And that's one, that design of experiments kind of skill set.
And then on the other hand you've got when you're talking about basket analyses, and
cross basket analyses and taking into account price, because you actually know the
price because you've got the receipts. So you can probably even help the brands figure
out optimal pricing, couldn't you?
Wes Schroll 15:42
You know, one of the biggest things that they've struggled with is they're, they're
kind of forced to view the world, very retailer by retailer. Same with our retailer
partners, they know exactly what happens in their own four walls. But they don't know
that the Wes who shops at Walmart is the same as the Wes who shops at CVS, who shops
at Costco, who shops on Amazon, and therefore everyone has just a small window into
who the consumer is. I think the beauty of the data set that we have, and what unlocks
the true power of testing and control and things like that is the breadth on an individual
household basis of data that we have to make sure it's actually representative. So
pricing strategy, you can see that if there's massive drops at one retailer, that
may create shifting behavior, maybe it creates incremental behavior. But now we can
help them understand that and we can help our retail partners understand that too,
so that they can better compete in the marketplace. So, you know, our goal is to we
think there's a lot of inefficiencies naturally built into the system, because of
the way it grew over the last 80 years. No one's fault. But it just grew that way.
We think this level of data and relationship to the end consumer can get rid of a
lot of those inefficiencies and actually raise the tides for all of our partners,
whether it's a CPG, or a retailer, and now even restaurants and other verticals. So
that's always been our goal is to help just reduce the waste and inefficiency that
exists in current targeting and you know, the physical limitations of when you walk
into a store, you only have one price that's showing. So even though you and I might
need a different price, you're stuck with that, that gives you the ability to more
of individualize every single offer that's going out there to maximize the value to
the consumer, plus the outcome for the retailer or the brand.
Matt Waller 17:25
So you, did you say you also collect data from restaurants?
Wes Schroll 17:31
Yep.
Matt Waller 17:32
Now, that's pretty broad. So someone could be buying something in the grocery store.
They could be buying it online, and they can be consuming it in the restaurant. And
you could potentially link that.
Wes Schroll 17:46
And I know it's funny, because this is obviously an entrepreneurship focused podcast.
So I'll tell the quick side story of what got us into a restaurant. When we first
launched, you know, the app, we only accepted receipts that came from grocery convenience,
drug mass, like those major channels, because we thought, you know, that's the only
place that we have partners. And so that's where we're going to reward from. And we
kept seeing that consumers would try to submit a receipt from like McDonald's or Taco
Bell. And the learning for us is like, we used to just put up a big red X I kid you
not on the screen, it was a big red X saying not accepted. And at some point, we just
kind of looked at ourselves in the mirror, and we're like, who are we to tell them
like if they want to submit those, we should accept them. It's almost the consumer
leading us to our next vertical on where they want us to go.
Matt Waller 18:34
Smart
Wes Schroll 18:35
So then we opened it up and said, you can scan anything, and now we receive 10s of
billions of dollars of sales from restaurants. We realize it's all interconnected.
For a household, they just viewed it as shopping. So it was one of those weird moments
where it's like, listen to your consumer and their actions, not so much what they
say. But look at the actions that they take and try to try to meet them where they're
going.
Matt Waller 18:59
What a neat story. So setting aside restaurants for a moment, what percentage of the
receipts you get, or the dollar volume, either one are from online versus brick and
mortar?
Wes Schroll 19:17
I'll give you a little bit more of a detailed answer because I think it tells an interesting
story. So pre pandemic, we were seeing that about sub 5% of total receipts and GMV
was coming online. During the height of the pandemic, it swung all the way up to about
20%. Now it swung back down into about 12%. And it seems to be very stable at 12%.
And maybe you know just kind of going up and down depending on the weeks. So that's
kind of the journey of the ebbs and flows of it. But now it seems to be much more
stable right around that 12% level. Now the overall spend per household actually didn't
change all that much. So it's also fascinating there is it was truly just shifting
back and forth.
Matt Waller 20:01
That is interesting. Yeah. Do you also keep track of apparel retail?
Wes Schroll 20:06
So consumers can submit receipts from anything. Again, it kind of informs our strategy
of which verticals we go after next. So right now we're not launching any of those.
But the reason why gas was the most recent verticle we launched is because we've got
lots of gas receipts.
Matt Waller 20:19
I was about to ask that.
Wes Schroll 20:21
Yep. So we just, again, we listened to the data and what it was telling us.
Matt Waller 20:27
This is very interesting. So can you tell? Like, if if someone used Walmart grocery
pickup, can you tell if it's that kind of receipt versus something they'd purchased
in the store? I just don't know.
Wes Schroll 20:44
The way that theirs is handled. If it was it was ordered online, typically, the receipt
has been captured online. And it does denote it in one form or another. So yeah, you
can you can tell the difference between those.
Matt Waller 20:57
You live in Boston, is your company in Boston?
Wes Schroll 21:00
I live in Boston, our headquarters is Madison, Wisconsin, still, that's, you know,
our flagship headquarters, our largest office is, Chicago. And then we do have a physical
office in Birmingham, Alabama. And we also have one in Boston and out in California
in San Francisco area.
Matt Waller 21:21
I would guess I don't know if this is true or not that your users would tend to be
younger.
Wes Schroll 21:29
Our consumer base is shockingly representative of the average US household, really,
from age 20, all the way up through age 55. Geography, income, education, ethnicity,
very well indexed compared to US census data. And that's just by pure coincidence,
that was not, I think it more speaks to the fact that we built a product that has
mass appeal, and that can be picked up and thought, you know, and you can find value
regardless of who you are.
Matt Waller 21:57
Okay, Wes, you're the CEO and founder, just this year finished your Series E, as I
mentioned, in the beginning. what point did you receive your first funding, and that
would include seed funding?
Wes Schroll 22:14
So the way I actually got the business off the ground is during my sophomore year,
I was in business school at University of Wisconsin Madison. And I had a class where
I had to write a business plan. And I had been thinking about this Fetch concept for
a number of months. So I decided to write the business plan around Fetch. And my professor
said, hey, this is really good. You've clearly been working on this and thinking about
this. Do you know University of Wisconsin has a business plan competition, and I didn't,
but I looked into it. And lo and behold, if you want, you can win, like $40,000. So
I thought that was intriguing. So I entered into the business plan competition there.
But I figured hey, if this school has it, I bet other schools have it. So I started
calling my friends who are at other schools. And I found and then entered Boston College
University, I went to University of Massachusetts Amherst, I did one called Perkins
Coy. And in the last 45 days, in my sophomore, final semester, I flew around the country
competing in business plan competitions with friends. And we won $185,000 in cash
and office space, and free lawyers and all kinds of other goodies, and brought it
all back to Madison, I dropped my internship for the summer and that's when we started.
So we were actually able to fund the business ourselves to get off the ground, which
was super exciting. It allowed us to really focus on our own vision. And then we started
to be able to raise seed investors throughout that summer and into the next year.
And then I dropped out fully, by the end of the summer to just run the business full
time because it was taking up all my time. But that's really where the initial money
came from.
Matt Waller 23:45
So you must have this has become very popular now. But you must be really good at
doing the pitch.
Wes Schroll 23:54
Yeah, after, you know, after nine years, I think it's the fun part is that pitch has
always had the same kernel of truth that we, you know, believed that for a trillion
dollar industry in the US these categories are a trillion dollars, the consumers clearly
not at the center. And for a host of different reasons. Again, that's just naturally
how the industry evolved over the last 100 years wasn't purposefully orchestrated
that way. But the kernel has always been this smartphone that everyone now has, could
level the playing field could allow a consumer to show us who they are across all
of their shopping. And then a company would have the chance to aggregate that together
and on behalf of them fetch value for them, and that's where the name came from.
Matt Waller 24:43
So when did you receive your first round of venture funding?
Wes Schroll 24:49
So alongside doing the business plan competitions and raising the first angel rounds
of funding, I had been constantly keeping a group called Great Oaks Venture Capital,
who has both partners are UW grads. I've been telling them about what I was doing.
I'd say, hey, I'm gonna go compete in these business plan competitions. I'm not asking
for money. I'm just letting you know. And then I'd report back, hey, we won you know,
we launched a prototype, I'm not asking for money, but here's what we're doing. And
then at some point, they finally said, okay, can we invest, and we let them in, and
they, they led our first you know, institutional round. And then for a couple of years,
we kept, you know, fighting our way through the early figuring out the technology
trying to get to the right one. And then in 2017, that's when we finally launched
the fetch rewards product, which very quickly hit product market fit, and attracted
the likes of Loeb NYC, which is a group led by a serial entrepreneur, that then came
and invested then Gray Croft invested that Headline ventures, and then after that
Iconic came in, DST Global, Softbank, Hamilton Lane, so it just kept building as we
kept showing product market fit and that this was a very big opportunity. But yeah,
that's it's like, every year, we started to raise a round.
Matt Waller 26:11
What a great story. And you know, it's so I mean, you you have a successful business
now, but between 2013 and 2017, you didn't have product market fit. You were persistent,
you you've kept at it. And you know, it's easy for someone to hear this dream and
start working for your company and think, wow, you, you must have had it easy. But
you didn't, you you struggled for years, but you didn't give up you kept pivoting
and finding out what worked and and then you once you got product market fit, everything
changed and, and you grew the market, your business dramatically. And then you started
scaling. Now you're up to 800 employees, you've had to, you've had to scale, people,
technology, we're talking about that earlier, which is not easy, business processes,
and just HR and your culture, tell tell me a little bit about your culture.
Wes Schroll 27:23
So we have four main pillars that we always talk about. And we think those four pillars
combined for our competitive mode. Because at the end of the day, we don't have a
piece of technology that's protected by patent or anything like that. What protects
us is the first one speed, we move faster than anyone else, we are always talking
about the fact that we can launch the most amazing new feature today, by tomorrow,
our consumers will then just expect it. And by the day after that they'll be bored
and wanting the next thing. So speed is demanded by our consumers
Matt Waller 27:56
And well, you don't have patents. You have network economies.
Wes Schroll 28:03
Yep.
Matt Waller 28:04
And that creates a barrier to entry, a massive barrier.
Wes Schroll 28:07
And that's another reason why speed is so important. Because any sort of network effects
time is the compounding factor, right, just like interest. So the faster you get to
product market fit, generating data, whatever the case is, the longer lasting your
or the larger your competitive moat gets on that side. So we always talked about speed,
we talked about trust, and trust is the fact that we believe we hire A players, you
know, we have A talent who comes here, and therefore a couple of weeks into their
job, we put them really close to a problem space, and a couple of weeks in they know
more about that problem space than I could ever know. So we're not going to add a
ton of bureaucracy and approvals. We let them make decisions. We let people start
writing into the live production code environment, within their first week on the
job, we actually have them all do a deploy to our live server to 18 million people,
because we trust them. And we want them to see that we are enabling them. Failure
is not a bad word in our book, it just means as long as you fix it quickly. That's
good, which is our third one, which is action. So we never want people to be you know,
sitting on their hands. If they see a problem, go take it, go fix it, listen to the
data, all of those things. And then our final one is, as we talked about earlier,
our consumer base is super representative of the US. So diversity for us internally
is really important. If we have a company that's also representative of the US across
all of those different facets that we mentioned earlier. We think those small groups
close to problems with trust and encouragement to move fast will make the best product
possible. So those are the four things that we really focus on.
Matt Waller 29:43
Okay, Wes. So you've been scaling like mad, very, very impressive. What is on the
roadmap over the next few years for your company?
Wes Schroll 29:56
I mean, what's crazy to us is that we do a gut check every quarter to just think about
what is the next year, two years, three years gonna look like. And as of right now
ge- because of how representative our consumer base is, and therefore we're really
under penetrated into the overall total addressable market in the US. So first and
foremost, in the next two, three years, we think we can keep up this pace of growth,
we think that the US could easily have 50 million plus monthly active users who all
are wanting to get rewarded for this. Beyond that, we think that consumers should
get rewarded anytime they're generating value for another company, we think they should
be a part of that equation. So you'll see us add more verticals, you'll see us add
more ways of being able to earn points repeatedly for a consumer. And then the long
haul, we don't think these things are unique to the US. There's no way that wanting
to have an easy, fun way of saving money is unique to the US. So we launched the app
in full Spanish this year, we already have 2 million of our monthly active users using
the app in Spanish. So you will absolutely see us start to see additional markets
in the coming years. So those are a couple of the things that are on the roadmap that
we're super excited about.
Matt Waller 31:06
Well Wes, thank you so much for sharing your story with us. And it really is exciting
to see success success stories like this. Congratulations.
Wes Schroll 31:17
Thanks so much for having me on the podcast, it was awesome to be able to talk and
to tell the listeners a little bit more about Fetch and what we're doing and you can
obviously check us out online, check out the app and if you ever are interested in
jobs for all the students out there, consider us we we're always hiring.
Matt Waller 31:35
On behalf of the Sam M. Walton College of Business, I want to thank everyone for spending
time with us for another engaging conversation. You can subscribe by going to your
favorite podcast service and searching. be epic. B E E P I C.
