NM Live: Series A Success, Cozy Earth’s Direct Mail Wins & Email + Direct Mail Synergy

Drew Sanocki

Hey Mike, how you doing?

Michael Epstein

Good Drew, how are you?

Drew Sanocki

Good, good, good episode today. I'm excited to talk about this. had a, I had dinner with one of our board members last week, Melanie, and it had me thinking, you know, it was about a year ago where we officially raised our series A. And so I thought it would be a good time to kind of reflect on the, experience, raising some money and how we approached it, what did we learn, what did like about it, what didn't we like.

Michael Epstein

I like that idea, I can't believe it's been about a year. Feels like it's gone quick.

Drew Sanocki

Just yesterday, And you know, I know the audience here is mostly DTC brands and now we did a series A for a software company, but I think this advice is sort of universal because our investor in particular, Summit, does do a lot of DTC investing too, I think out of the same fund, but certainly there are a number of other DTC brands, know, Hair Story, One of the partners was in Owyn. So there's a couple different, they're tight with DTC, which is part of the reason why we went with them.

Michael Epstein 

Yeah, absolutely with you and I obviously have that history of being in sort of the private equity space, the private equity background and going in and buying other companies, being a little bit on the other side of the transaction this time, taking money for our own venture, good opportunity to reflect on how we thought about that process.

Drew Sanocki

Yeah, you know, it's in particular, think our strategy was one of it's not typical or maybe it's increasingly typical, but where we bootstrapped up until our series A. So, you know, a lot of like the venture world is all about like, you know, you put your idea on a piece of paper, you go raise money coming out of the gates. That's a lot of the stuff you see on AngelList too. On the other end of the spectrum, you've got like big company private equity where, you know, you're pulling the investor in at the end, right? To buy the company or something. But, we found that, you know, we enjoyed the bootstrapping part. We wrote it up to a certain company up to a certain level. And then, you know, essentially wanted to bring on an investor partner. The business was still profitable and cash flowing and growing. So it was more for a number of reasons that I think we'll get into, but we found this category of investor called growth equity. And growth equity is really interesting. They look for profitable growing businesses. They take a minority or sometimes majority share. Their goal is to get in and sort of ride the growth and exit at a later, add value and then ultimately exit. So it was a really interesting category. Summit kind of pioneered the category. And when you look at the universe of returns across private equity and venture, like growth equity is an amazing category. does. Buddy was showing me the stats the other day. I think it's one of if not the top performing category in that world of investing.

Michael Epstein 

Yeah, it is. And it differs from the VC funding that as you were describing earlier and that VCs, it's a little bit more of like a boom or bust situation. They want to hit, you know, maybe one of 20 investments, but that one returns the entire fund. They want to, you know, 100X or more than 100X that one investment. And they want everybody. I'm speaking in generalities, but this is sort of typical. They want everybody to go for that massive outcome and you're either going to get there or you're going to kind of die trying. And we didn't really want that for post-pilot. We wanted to build a healthy, sustainable, fast growing business. And obviously we want to make this a big business and have a great outcome eventually, but, you know, we wanted to run a responsible business. And I think that comes from your and my background with private equity. I think we just have sort of a natural aversion to massively burning because again, coming from private equity, particularly turnarounds like you and I have worked on, there isn't all this money to just go out and burn. And we had to be responsible. And we sort of built up that muscle of running a responsible, financially viable business. I think growth equity fits our style well here.

Drew Sanocki

Yeah, you I didn't want to run a business like shooting for the multi-billion dollar exit. And if we fail, have nothing left like burning all the way all the way up there in the hopes of taking some market. And if it doesn't work out, you got nothing left. You know, you got a dumpster fire. So, yeah, growing responsibly, profitably and quickly, but that's kind of how we did it. think it probably speaks to our ages too and risk appetite and kind of like what we want to bite off, you know, and we're sort of, I don't want to say we're at the tail end of our careers, maybe like middle at least, but you know, it's like your appetite for risk changes and you don't want to just have nothing left if it doesn't work out.

Michael Epstein 

Absolutely. You and I have families, we have responsibilities, and if you would, if I was 20, 25, I surely would have thought about this differently. But yeah, I like how we've approached this this time around.

Drew Sanocki

Yeah, so the actual process, I remember it was 2023 over the holidays. You and I were having a drink somewhere, probably Steak 48 in SoCal. And we said, you know, if we have a really strong Q4, let's raise a little money, right? And we did. And so I think we first started putting a deck together, maybe it was right after Christmas, like over the holidays through new years. I remember working on a deck and you and I passing it back and forth. And, you know, I envisioned like, okay, we'll flip this out to the investor community and wrap up a raise in like a week or two. It will be done by late, maybe February. And, you know, it took a little longer than that. I think we wrapped it up by April or May. So it took longer than we expected. I probably had 50 or so presentations where I'm talking to various funds and delivering the deck and talking about, you know, there's all the science that has to go into a deck about how to make it compelling and show your story and tell your story. And fortunately, ours was really cool. I think we did a great job with the deck. We had some great connections. We got a lot of meetings. We pitched a lot of people. Then there's the process of, I think one of the first questions you have to ask is are you going to use an investment banker or not? If you use an investment banker, you're immediately paying 5%, 6 % on the deal to that banker. The advantage would be that he or she can help shepherd everybody through a process and really try to have that urgency that you need to get term sheets. We just tried to do it ourselves. We did do it ourselves. So then that was on us to put some structure around it. Get the term sheets in, look at them all, and play that, giving everybody feedback, and yet still trying to keep everybody on schedule, drive them to a decision. We probably had another dinner at Steak 48 where we talked about our options before committing to one that ended up being Summit and we had a great relationship with you sign, you know, and then you sign an LOI which means, hey, we agree to pay to pay this much into the company at this valuation. We're going to get this percent pending diligence and that pending diligence is, you know, usually two weeks, but ends up being longer. It's what you think it is where they go through everything, everything in the business, you know, every contract tech tech stack, they interview people, they bring in experts. You're on the phone all day with lawyers and, and they're operating partners and, know, just more and more questions. And, again, that's another process of kind of driving to the signed agreement at the end. I think our diligence ended up taking about a month.

Michael Epstein
No stone unturned.

Drew Sanocki

And then boom, you sign, they wire the money and you've got your growth equity investor on board.

Michael Epstein

Yeah, I do like our process. I think one of the benefits that we had was one that we were in a great position. We were not burning. You want to take money when you don't need it. That's the ideal time.

Drew Sanocki

Yeah, when you're having a drink, an old fashioned at the steakhouse and you say, maybe we should raise money. It's not like, crap, we need to raise money. You know, it's like, Hey, should we do this? Yeah.
Michael Epstein

That's exactly it. These are smart folks. They can sniff out, you know, the desperation. And if you want to have more leverage and being a healthy growing business gives you a lot of leverage in these situations. We also had a lot of relationships from our past that allowed us to sort of create a lot of conversations very quickly. We had a number of people that had been knocking on our door for quite some time as well, Summit being one of them. And so that allowed us to sort of press through the process a little more rapidly. We already knew Summit well, we knew some of these other folks well. It wasn't like we were getting to know them for the very first time. That certainly helped. And then I think we made the strategic decision not to use an investment bank because we had a very clear picture of what we wanted our process to look like. And we had confidence in our ability to determine the valuation and run the process the we want. We also had a lot of advisors that were helping us through the process rather than just an investment banker. Specifically, we had a lot of folks that have gone through this process before. You and I have invested in companies before. I think we had a good set of a good sounding board, good group of people that could help make sure we weren't making any mistakes in the process even though we didn't use an investment banker. And yeah, ultimately, we really liked what some had brought to the table. As you said, the connections, their operating experience, their prestige in the ecosystem, their vision and their understanding of our business, which again also helped accelerate the process because we weren't getting to know each other for the very first time. That allowed us to move the process along faster.

Drew Sanocki

So I have a question, Michael. PostPilot was growing, PostPilot was profitable. PostPilot had some money in the bank. Why would you raise money?

Michael Epstein

Yeah, well, there's a number of reasons that I think we decided to over old fashions and a couple of those. I'm curious about your answer to this question as well. One was we wanted to move even faster and we wanted to be able to move aggressively. Being a bootstrap company, you still have to think about things a particular way, you can't always make as many bets as you would like to make. You can't always hire as far ahead of where you're going as you'd like to. And having some additional cushion to be able to be more aggressive there was really attractive to us. We know what we have with our platform and our capabilities. And we want to continue to accelerate our roadmap and our strategy. So that was really good. It forced us to get our stuff in order to, as we became a more mature company. So it is a bit of a forcing function in that you do need to have, you know, clear organized financials when you have an investor and when you have a board, and. You know, just again, a good forcing function to make sure we're, we're buttoning up all these processes, you know, the financial models, all of the things that we need to continue to grow at the rate that we're growing and, become, you know, an even more mature and larger company. So that was good.Getting into the Summit network, obviously this is a very well known fund with a lot of tentacles and a lot of different areas and brands. And that, that certainly helped, because it was very attractive for us to take advantage of their network. One more I'll go with, and then I'd love to hear what else you have Drew is like, again, going back to the lab, having the leverage, we were able to maintain control of the company, which was very important to us. You know, we were not looking to, you know, I hear from a lot of founders. It might not be at the series A, but you know, if you need, if you're raising and you're burning and you need to get to a series B and then you need to get to a series C, you start to lose control of that company very quickly. And in some cases, people do it as early as a Series A. And we did not want to lose control of the company. And Summit was aligned with that. And we were in a good position to have terms that allowed us to do that.

Drew Sanocki

Yep. I think the biggest thing for me was a change in my personal appetite for risk because the company, yes, it was profitable. Yes, it was growing very quickly, but it wasn't totally profitable. I mean, you're growing so quickly when you're, we were tripling every year, you know, and when that happens, you're always trying to hire ahead. And I remember we're always trying to invest and hire ahead and you know, should we pay ourselves? No, like let's just go hire another account manager or, you know, someone to help in marketing. Like we were always playing that game. And yes, we had cash in the bank and you know, an accountant would look at the books and be like, okay, they're not burning any money, but you're not dropping a ton of cash, right? Because everything's investing in the future when you're growing that fast. So you're playing this game of like, can we bite off these hires or these investments this month? Or do we have to wait, you know, another couple months or another couple quarters until we can attack that opportunity? When Summit came in, you know, they immediately, boom, dropped a bunch of capital to the bank account. And you just have a buffer now. You can make those investments that you're holding out on. You know, because you didn't have enough cash in the bank that month. We could pay ourselves more, you know, it's just like on a personal level, like that appetite for risk, all of a sudden your timeframe kind of goes from. Like, what are the things I'm able to bite off this year. And I don't want to take up, you know, take too many bets because if I do, you know, I risk on the downside, they don't work out and I burned cash to now, okay, we can have a longer term view. Like we've got to build a sustainable big company here. There's a huge opportunity and I'm not sweating it every night because we've got cash in the bank, right? Not that we're burning now either, but it's nice to have a bigger cushion. And so that really changed my personal appetite for risk as far in my aspirations for what we could do with the company.

Michael Epstein

On the flip side, what are the things that someone should expect when going through this process that may be difficult or challenging?

Drew Sanocki

Well, the first one, I feel like it was largely me roping you into these calls. One of the positives of having two CEOs is like, you could run point running the business while I ran point with these potential investors. But, um, was that it took time? I mean, this was like my Q1. Like literally all I did, and into Q2 was, work on the deck, pitch the deck, and then talk to people. So be prepared for that. I don't know how you do it with one CEO. You have to have a strong, I don't know, CFO or COO or someone who can support you because I didn't see a lot of company for that month. There's a big opportunity cost on that. And we certainly started to feel that. I think towards the end, and we told some of this, it's like, hey, we got to get back to work here. know, this is like, it's taken everybody a lot, you it starts to involve more and more of the management team. Although we did a really good job of shielding them from most of the process. But, you know, as it became clear that Summit was going to be the partner, we had to bring more of them in and they had to do their little diligence projects, you know.

Michael Epstein 

Exactly that was the other piece of it it went beyond the the dog and pony show piece of it of of landing a partner because then you go right into the diligence period and So that's a whole nother thing that takes up a ton of our time and as you mentioned then you really also have to start looping in other folks on the team because it's finance, it's operations. Again, they're, leaving no stone unturned. And so all departments are getting sort of analyzed. a ton of financial modeling has to be done. a ton of, again, making sure that everything adds up, that they're reconciling numbers, all of that stuff. And that, that was a challenging process for, you know, that month or two that we went through diligence.

Drew Sanocki

Yeah. I think another, another con, another thing to be wary of is that you've got a new, you know, you're, now professionalizing everything. Right. And, it's good and bad, you know, right now we've got a board, right. And, and we've got a board, we are legally obligated to have a board and answer to that board and we are on the board, but so it, so our investors and things like getting your accounting in line and getting all your contracts in line and all your non-competes and all your leases. Everything has to be scored away now. Summit, and I'm sure all investors will say, well, this is going to make it a lot easier to exit someday because all your ducks are going to be in a row. But I would say that that's sort of the day to day, the week to week of your comp of running your company does change now because you've got this other set of obligations that you have to take care of. and we were going to have to take care of all this stuff sooner or later, you know, to some point, but, just be wary. I mean, that's like, you have to invest some more time and, getting all your ducks in a row with it, with an investor like this.

Michael Epstein

Absolutely. And timing also is going to be a big factor.

Drew Sanocki

Timing is a huge factor. I think if we were going to bring in an investor in like what year was that? 2021 or something like when everything was going off the hook, it's like we could have commanded any valuation we want. And the higher valuation we could have said, sold an even smaller portion of the company to somebody and still gotten the same amount of capital. And then there was a period where it went down. I feel like we timed it okay. And since then, I don't know what the market's like now. I mean, the past month or so, I can imagine it's gotten a little harder to fetch the valuation that you want. if you compare whenever that peak was, 2021 to today, there's really a lot of variability in what the valuations are and even what the investors will look at, whether it's revenue multiples or EBITDA multiples or gross margin multiples or something like that. So this isn't something that you can just roll up to an ATM and pull in a growth equity investor. You want to make sure you time it right. And there's better times to do it, which gets to our original point of like, what a good position you'll be in if you run a profitable business and you don't have to raise at any one point.

Michael Epstein

Yeah, I would definitely agree. I mean, when we were listening to the market at that time, the story that we heard over and over again, which differed from what we would have heard a year or two earlier was we are really only thinking about, you know, healthy, profitable, businesses right now. We just don't have an appetite for money losing, you know, high burn businesses in this category right now. Whereas a year earlier, two years earlier, probably would have looked a lot different. And I suspect it would look a lot different today to your point, where the stock market is going nuts right now. AI is causing people to rethink investment theses, probably in every category. I agree. I think we got it at the right time. And there's something to be said for also not taking a crazy valuation. And that's something that a lot of people don't think about either. They want to maximize their valuation as early as possible. And sure, it sounds really attractive to say, you know, I got a $1 million revenue startup and I just got a valuation of like $200 million. But the reality, and I didn't have to sell a ton of my company to get it, but the reality is those investors are expecting a return on a $200 million valuation. And if they're expecting a five times return on that, you got to be a billion dollar company and you got to grow into that. That's a lot of pressure. And if you don't, we don't need to get into all the ramifications of that. But if you don't show significant growth like people's options start becoming worthless. All of these challenges start to occur that can really take you down as a business. So it's not always in your best interest to just maximize valuation to a point that you think is actually unreasonable. You'll never be able to raise money again, also, without a significant down round, which means you're going to have to give up a ton more equity. So if things don't go exactly according to plan, again, you can create a lot of problems for yourself by doing that. So again, I think we took the right approach with an evaluation that we were happy with, that we felt we could grow into the right outcome.

Drew Sanocki

Yeah, I think it was almost universal from, you know, in the process, we know so many people in private equity and investing, because we've been consulting and working in that field for so long. So, you know, we had our network of five or so big wigs, you know, these, these private equity ballers, almost universal. They all said, it's more about who you partner with than, than the valuation. Like they all said that. So, yeah, I'm pleased. know, and we got, I was just out to dinner with our partner the other night and she's great and we love her and she's an operator, previous operator like us. So there was some real, you know, we got along really well with her and her team from the get go, you know, background issues to run SoulCycle. She was the CEO of SoulCycle and very involved in consumer businesses. So love hanging out with Melanie and Julianne. Yeah, anything else to say? You know, looking back on the past year.

Michael Epstein

Yeah. Super sharp. Still happy we did it.

Drew Sanocki

Yeah, me too. Me too. Give it a thumbs up. If you have any questions about raising money, consider growth equity and shoot us an email. We'll get back to you. We're happy to expound on this anymore. But yeah, I'm happy we did it.

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All right, Mike, we had a great case study drop this week. Cozy Earth, an amazing brand growing quickly. They went all in on direct mail.

Michael Epstein

Love this company. I am sleeping on their sheets every night. They are a game changer. I love the team. They're super sharp, just good folks over there and outstanding direct mail program. So we were able to break it down in our latest case study and couple key takeaways from this. One, they went completely full funnel. So they've got everything running from retention to retargeting of warmer prospects to cold prospecting and we'll break down their prospecting strategy as well. But they're getting significant incremental wins across the board on all of these strategies. They're a great fit for direct mail, because it's a strong AOV. They've got a baseline level of brand awareness, because this is a brand that has hit some scale and has become a bit recognizable. And they have a great quality product that has really strong appeal. So great fit, and they've really been able to lean into this channel. And on the prospecting side, in particular, they're seeing outstanding results. They were a brand that had done traditional catalogs in the past. And really the goal, one of the key things that they were struggling with was the lead times and work and all the headaches required to running a traditional catalog program, both in terms of the production and prep work required to execute it and the lead times and all of that stuff, as well as the reporting capabilities. Because often we hear this from brands all the time who are running traditional catalog programs. They're having to already lock it. If they're dropping quarterly catalogs, they're already having to lock in all the decisions around next quarter's catalog before the last one even dropped or they got any data on it. So you're flying, you're way behind. You can't really optimize that way. You're not able to make great decisions. So they love the idea of one, augmenting their  larger catalog program with a direct mail prospecting campaign using postcards and other formats that can be really quick, really precise, get really interesting data points and at a lower cost than their traditional catalog. So some folks might only need a postcard or they just want to be able to be more nimble with quantities and with.

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with lead time, so using a postcard to save some money and be more flexible with their targeting and their strategy, they've seen a ton of success by shifting some of that volume into postcards and other formats. But then they still wanted to have this catalog program, which makes a ton of sense for a brand like that. And we were able to take what was historically a five-month lead time, five month process, and bring that down to just over a month. And for catalog, again, for traditional catalog mailing brands, that's pretty game changing. So way more flexible if the hero product on the cover of the catalog suddenly went out of stock or something like that. We can still make that change. They need to change the price. They need to re-merchandise something. Whatever it might be, it gives them the flexibility to do that. It allows them to make sure they have the most current photography and assets and all of that stuff for their assortment in that current catalog. And then they can also get the results of that catalog literally in real time. They're seeing real time results come in off that catalog. So they're able to make a lot of decisions around that, how they want to optimize it going forward and in the next drops. These are all sort of game changers, particularly for brands that have historically relied on catalogs. And they're seeing outstanding results. 5x+ incremental on cold prospecting, which is excellent, like well above industry standard.

Drew Sanocki

Who else wants 5X on cold prospecting?

Michael Epstein

I think people would walk through broken glass to get five extra.

Drew Sanocki

Yeah. And it's almost universal that direct mail works really well for apparel brands. mean, it's higher AOVs. It's the nature of retention and you can bring people back, especially if you have multiple products. I think all the big apparel brands, J.Crew, Gap, they're all dropping catalogs for new customer acquisition. You find that when you do that, you end up attracting a customer that spends more than the customer that you acquire through Meta. That's been proven many times. People who touch your direct mail program spend more. What I like about this case study is I would say it's almost universal that direct mail works for household items, furniture, home design items, and apparel. And in those categories, you've got high AOV items. If the brand has a large selection, there's a lot of opportunity to bring customers back to buy other things. Direct mail kind of started in those categories. Think of like the Restoration Hardware and J.Crew and all that, just the big brands, Design Within Reach, that started new customer acquisition by dropping catalogs. There's a reason, it's because it works really well. And they find that the customers they acquire through this channel end up spending more than the customers they acquire through any other channel like Meta. Any customer that touches direct mail will go on to spend more on the site and a higher AOV. All the metrics are great. And that's why I really love this case study because Cozy Earth is kind of like the playbook. If I were running a home brand, if I were the marketer at a home brand and I wanted to see everything that's possible, I'd sort of look at what Cozy Earth did with us.

Michael Epstein

I agree. Amazing playbook that a lot of brands can learn from and follow. The one other thing that I will just add that really drove this performance also was their ability to leverage our proprietary data for prospecting and lookalikes. So again, if you're a brand that's done traditional catalogs in the past, you know the process. It's, I'm gonna give my agency a file of customers and then they're gonna go out to a data broker, a third party data broker, and they're just gonna give them my customer list. And then it goes into this sort of black box and a month later you get back a list of people and then you upload that list and again, you go through the whole process. We have aggregated a ton more data than just any one particular source into our own data set and identity graph. And also have a ton of proprietary signals around your response to direct mail. And a lot of other attributes that nobody else has into our aggregated data set and identity graph. And we've seen consistently that it outperforms the traditional sort of audience brokers that the industry has relied on. So that also is driving a ton of the performance there. So all in all, across the entire funnel, check out the Cozy Earth case study if you really want to understand what's possible for direct mail.

Drew Sanocki

Mike, I think if you're like a lot of brands out there, you drop a lot of coin on your email software, your CRM, your email software. It's a requirement for doing business. But if anybody had an idea on how you could make more money from your Klaviyo, from your MailChimp, right? You'd be interested.

Michael Epstein

Always interested.

Drew Sanocki

Yeah. So we got that. We got that for you. I call it the Email Echo Strategy. So this strategy goes back to when you and I were in this business of buying big busted brands and we'd go into these brands and we'd salivate because we'd, we'd see like 5 million former customers in their CRM. And we're like, Oh my God, we can go to town on this list and then we'd run and then we'd set a couple of filters and we're like, okay, how many of those people this very rich audience the audience that knows my brand and knows my product how many have opened an email in the last 60 days or 90 days or 180 days and more often than not you find out it's like 10%. You know 10 maybe 20 if it's a hot brand. Happened at Auto Anything, happened at KarmaLoop. And so the challenge all of a sudden is like, how do you reach the other 80 % that are not opening my email? You know, they've either never subscribed, unsubscribed, or are not opening. And so we naturally leaned into direct mail. So we'd take whatever was working in our email program, and we'd echo it into a direct mail program.

Michael Epstein

That was really the genesis of PostPilot was that it was part of our playbook. We would see this happening. We'd have to go the traditional route of exporting a giant spreadsheet, finding a printer, giving them this list, waiting to send to batch and blast these campaigns out. And then we'd have to try and piece together attribution months after the fact with more spreadsheets. And that was sort of the thing. Somebody needs to build Klaviyo for direct mail, Drew. Somebody needs to do this.

Drew Sanocki

Well, we did it, Mike. I think that's probably where I tell most brands to start because I mean, I can guarantee the ROI there. Like If you're getting a great return on an email campaign, you know, some of our favorites like winbacks, right? anti-churn, abandoned cart. Like if these things are working in email, you flip that same creative and same offer to the same segment,

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in direct mail and you're going to get a comparable ROI. It's a one time buyer who hasn't been on the site in 60 days or a five time buyers who spent a thousand, whatever the target is, like this, you're, you're doing is extending the same message to the other 80 % that aren't subscribed in opening. Um, So that's why it works better. This is also eye opening when I talk to people who are like email fanatics, direct mail works better than email. As measured by open rates, engagement rates, you know, there's just the fact that like in 90 % of your email, , 99 % get, sorry, 99 % of your direct mail will get to the household. So your deliverability is almost insured. And then 90 % get opened or looked at even junk mail people look at before they throw away what you can't say about email. Because of that, see that the response rate off of direct mail is about 30 times that of off an email campaign, right? Like the actual people who open and click through or come to the site off that campaign. So the engagement is way higher. Granted, it costs more often to send the piece of direct mail than to send an email, but that's offset by the response rates there. So we recommend starting with like an email echo strategy, picking your top campaigns in Klaviyo, whatever the flows are that are really doing the heavy lifting for you cloning them into to direct mail And then automating them through PostPilot just the same ways you'd automate them through Klaviyo.

Michael Epstein

Exactly. And you test into each of those different flows and you see which ones are giving you the ROI that you want. You don't need to, when you test into direct mail, the goal isn't to have a hundred percent of everything you try work, just like when you launch a meta ad or any other channel. The idea is to test into a number of strategies and cohorts and understand where you're getting incremental revenue and return, and then lean into them, automate them and scale them.

Drew Sanocki

Awesome. So we call it the Email Echo strategy. It's really easy to set up. It's probably one of the easier things to set up in direct mail. Our team can do it for you. So we can clone everything you've got in your email software into a direct mail program. So check it out.

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