Jason Holland

Jason, can you explain the work at
Firework and how using video and
technology can help build a relationship
between the brand and the consumer?

Consumers today require greater authenticity, access, and
inspiration. They want it delivered organically, addressing
an overall degradation in trust. Technology can be the
enabler. It’s widely accepted among businesses - especially
marketers - that consumers have changed how they
embrace brands they love and demonstrate loyalty (B2C),
or the partners they engage to support business functions
(B2B) for evolving reasons, compared to previous decades.
Solving for this long-term shift in consumer behavior applies
to those in C-Suite and leadership roles responsible for
innovating change across their organization, as well as to
the specialists on their teams who lead product, product
marketing, go-to-market strategy, data driven insights,
and commercial execution. Consumer sentiment via net
promoter scores (NPS) and the overall purchase journey
have evolved in recent years as well, due to factors such
as COVID, technological improvements in professional and
user generated content production (including GenAI), and
the platforms where people are accessing that content to
make inspired, informed buying decisions. Video commerce,
livestream, 1:1 video clienteling, enabled with AI innovations
across video product suites, and the impact these utilities
are having on the connected networks retailers and brands
now share, cross-pollinating and monetizing content and
commerce in the equally burgeoning sector of retail media,
are unlocking the most effective means to inspire, engage,
and convert these evolving customer decision making and
education needs.

Video is also now the primary way we communicate with
others, be it 1:1 conversations with friends and family or
driving 10x engagement KPIs by embedding inspirational
video tailored directly toward the specific buying behavior
of a particular loyal customer cohort into email campaigns,
bolstering omnichannel effectiveness. Short, shoppable
video building into customer passions in environments
where purchase intent is highest, enables frictionless
content consumption and purchase capacity that wasn’t
previously accessible to shoppers. Bytedance with Douyin
applied these innovations and thrived in China, but couldn’t
achieve the same conversion with TikTok in the US, UK, and
western markets.

Technology and commerce media adoption within countries
that were previously less developed but have grown rapidly
in GDP due to exponentially increasing populations, have
seemingly advanced implementation faster than some
western markets, where economic growth, market
maturity, and the subsequent fragmentation have
been the inhibitors to rapid adoption. Whether
one believes this to be true or not, the fact is
that markets like China and India evolved
infrastructure with intense speed. Most of what we are
used to in a market like the UK or US never existed there, so
the future of video and commerce combined, for example,
began in its infancy with content adoption in these
emerging markets that is now perhaps ahead of everyone:
Alibaba with Taobao Live & Tmall, JD.com, Pinduoduo,
Kuaishou, and Douyin (TikTok’s Chinese sister, owned by
ByteDance) which reported an annual GMV growth rate
in 2023 of 277%, control nearly all content consumption
AND shopping in China, mainly through livestream
where blended e-commerce is also the primary source of
entertainment and inspiration, creating what could easily
be described as the birthplace of traditional e-commerce
merging with livestream, social, and video commerce.
Notably, last November’s Singles’ Day shopping festival (the
largest shopping day in the world; bigger than Black Friday
and Amazon’s Prime Day combined, according to Forbes)
saw traditional e-commerce platforms like Tmall, JD.com
and Pinduoduo contract by 1.1% on the year (to $128.6
billion), but live commerce platforms Taobao Live, Kuaishou,
and Douyin had GMV spikes of 18.5% (to $29.7 billion), both
staggering sales numbers for one day and representative of
the exponentially growing revenue generating power video
commerce platforms can yield.

Firework has an advantage in that its Founders were raised
in China as well, witnessing these content and shopper
mediums evolve first-hand. Combining that exposure
with world-class product development, engineering,
and fundraising capacity, as well as a business thesis
acknowledging the need to seamlessly merge bifurcated
points of media consumption and e-commerce transaction
in the US, Firework’s early-stage interactive video products
accelerated beyond zero-to-one, establishing a foundation
for the video commerce market we know here today. Driven
by a desire to work at the forefront of video innovation
serving as the catalyst to merge SaaS technology, marketer,
e-commerce, media, customer, and now, AI, I joined the
company early on in 2020, making my own investments
into its cap table along the way.

One core remit existing as a common denominator across
the early-stage teams that I’ve been fortunate to hire, build,
grow, and lead unlocks the key precursor to the primary
question above, pertaining to “video and technology
helping to build a relationship between the brand and
the consumer.” When a rapidly emerging technology with
the power to effectuate exponentially positive results as
measured by the current baseline of performance metric(s)
becomes commercially viable, education begins with
building a foundationally strong partnership between the
developer (Firework) and the initial adopter (Retailers and
Brands). Understanding the pain points of our prospective
clients and how they were trying to solve them, while
also doing the research and making decisions of our own
relative to the pain points, wants, and needs of consumers 

themselves, was critical in establishing trust and creating
a dialogue which exists on the same plane. We also had
to look at the markets where video commerce had moved
substantially beyond zero-to-one and began to dominate
communication between brands and shoppers, which
meant understanding the nuances between economies,
cultures, tech evolution, adoption propensity, and the pool
of financially viable resources capable of building systems
which didn’t have an archetype in our market and would
need to be integrated, then deployed differently. This was
where the addition of our CTO, Rick Zhuang, was key. Prior to
joining Firework, Rick was the Head of Engineering at Alibaba,
where he led the development of and essentially created
their Tmall Retail and Taobao Live Content Platforms.
At this stage, Firework had assembled the must-have trifecta
in operating an ultra-high growth capacity technology
company capable of fueling creativity, revolutionizing
sectors, and influencing our everyday experiences: Being
extremely well capitalized, having access to product and
engineering resources with an exceptionally high output
means, and successfully integrating them with nonlinear
commercialization and strategy operators capable of
bringing our video commerce suite to life with prospective
clients. Within that core, we built the connective tissue of
strategic partners, customer success experts, data and
analytics systems, product marketers, and business unit
infrastructures required to accelerate customer adoption
(SaaS ARR) and retention (NRR) across enterprise and SMB
markets; all required to yield sustained, exponential revenue
growth across our video commerce product and service
portfolio.

Key differentiators for Firework have been in developing
technologies representative of the best in shopper
inspiration, engagement, and conversion through video,
while making them efficiently deployable for clients by way of
creating measurable ROI, ensuring ease of implementation,
building a proprietary CMS with its own content creation
and editing suite, then committing thorough training,
reporting, testing ground, and customer support. Critical
from a go-to-market strategy and ideal customer profile (ICP)
identification perspective, was recognizing that consumers
in western markets shop differently than in China and other
hyper-emerging markets that are mobile-born. In the US,
UK, and most western markets, 90%+ of all retail and brand
product or service transactions online still take place within
that marketer’s owned digital assets. Firework technology
is deployable across their website destinations (homepage,
category pages, PDPs) and is enabled for both desktop
and mobile platforms, while mobile iOS and Android SDKs
integrate with their app (where the majority of traffic and
GMV are generated for large strategic and enterprise clients).
This way, the retailer or brand becomes the centre of its own
ecosystem prior to the content distribution out and across
its omnichannel network, including social channels. This
reverses a trend originally consistent with a brand’s video
living in social channels first, but there is a challenge in that 

these are outlets they don’t own and can have difficulty
controlling, creating risk if an algorithm is adjusted, for
example, in favor of their competitor paying a higher
premium to target your customers.
Referring to a retailer’s website or app consisting of
different sections, Firework designed products to enhance
and personalize the digital video shopping experience
throughout that funnel: 1:1 Video Clienteling, Digital
Showrooms (where always-on or cadenced, scheduled
livestreams exist or can be pre-recorded, then leverage an
AI layer so they remain live in perpetuity), Interactive video
tools for short, shoppable videos (again, on the actual
company website or in their app, where purchase intent is
strongest). Directly from the video within a retailer’s app, a
consumer can toggle sizes, colors, add to the cart, or make
a purchase. The keys are in making this experience fun,
inspirational, and the purchase frictionless.
The relationship between brand and consumer will also
become infinite: Always on, fully customized, and 100%
knowledgeable. Enter GenAI and LLMs. Firework launched
its v1 AI product in January 2024, called AVA. AVA is a
customizable AI-rendered digital human shopping assistant,
built to look, sound, and engage any customer exactly as if
the shopper was browsing a store with their best friend.
But, unlike most best friends, AVA is programmed with
every piece of information that exists within the company’s
back end: Product details, comparisons, pricing, consumer
market knowledge, loyalty cohort and segmentation data,
etc. In an app with sign-in functionality, AVA can digest
everything about your purchase behavior in a hashed,
anonymized state, knowing what you buy from the store
that she’s helping you shop within, and what styles to
recommend next.

Video technology itself is the foundation which underpins
the entire connected future shopping experience. Bifurcated
walls driving separation are gone, harmonizing agency
direct or programmatic media buying capacity, connecting
consumers with merged access to entertainment and
commerce across the retailers and brands who create
products or services and the web publishers or social content
platforms where consumers are also spending vast amounts
of time. Integrating the power of video as the core marketing
medium among emerging unified commerce technologies,
enabling instantaneous cloud-based customer data and
information networks in an all-encompassing resource, with
personalized communication made possible by leveraging a
360 view of your customer across every touchpoint, will be
core to any business seeking to gain share of wallet, enrich
the definition of loyalty, and create with their shoppers by of
way inspired affinity that isn’t easily degraded.

These are the reasons why the global video commerce
market has been experiencing significant growth. In 2022,
the market was valued at approximately USD 526.72
billion. It is projected to expand considerably, reaching an
estimated value of USD 2.79 trillion by 2028. This rapid
growth is indicative of the increasing popularity of video
commerce as a retail strategy and its potential to reshape
the shopping experience in the coming years. The market is
expected to grow at a compound annual growth rate (CAGR)
of around 32% during the forecast period from 2023 to 2028
and by 2030 video commerce is predicted to be the leading
omnichannel conversion medium.

Tell us what your leadership style can
be described as, with your wealth of
experience in these roles, what have
you learned works best and how has this
guided you in your role at Firework?

My leadership style is guided by several principles which
have always been present across my life and are continually
evolving; authenticity, active listening, curiosity, empathy,
and dynamic exposure to overcoming challenges or
hardships (lifehacking, if you will). I would never aspire
to be the smartest person in the room, as I believe it’s
an isolationist concept alienating valuable contribution.
Quiet confidence as a leader, with vocal, visible, shared
recognition for the contributions of individuals and teams
working with me at any level across all departments,
business units, and regions are qualities I’m humbly
proud to embrace. I believe in thoughtful communication,
honesty, active listening, research, defined expectations,
especially amid rapidly iterating environments, and a
willingness to lead flexibly based on the dynamic needs of
the customer, company, and those who support it.

Having a strong grasp on my own leadership strengths and
weaknesses has been valuable at Firework, as meaningful
institutional investment into a business capable of
developing innovation that alters paradigms within an
industry identified by analysts as potentially among
the most explosive over decades to come can attract
some of the world’s top contributors, a diverse cross
section of leadership styles, and starkly varying cultural
philosophies. As a means to embracing these assets at
Firework, I’ve worked aggressively to promote systems of
accurate contribution assessment across all global teams,
360 review and calibration assessments encompassing a
diverse cross-section of leader and peers, as well as my
commitment to the company as an Executive Sponsor to
its Culture Committee.

In an environment defined by fluidity, I often ask questions
of my team members, especially in situations where a
solution isn’t finite, such as: “I’m not sure how we’re going
to solve this problem, but you have expertise in this area,
what would you do?” Dialogue rooted in recognition for
every individual’s capacity to leverage their own experience
and expertise is valuable in unlocking each team member’s
full potential and willingness to contribute, which makes
periods defined by unfixed variables and vast change feel
as if there are always constants capable of meaningful
engagement among us. A leader with teams who are
willing to proactively lean forward with contribution

in scenarios not requiring a comment or response has
succeeded in ensuring his or her teams feel empowered.
This is particularly valuable at Firework because we’re often
working in a field that’s defining itself as we create it. So, the
contribution from any and all, across examples such PLG and
SLG implementation best practice, demand gen, feedback on
pricing structures, product questions or concerns shared by
clients that can serve as invaluable in adjusting our processes,
etc. It’s communication that’s critical.

I tap into having a strong EQ and a desire to share my
personal experiences, both positive and negative, with the
people I want to inspire. I have no issue admitting a mistake
I’ve made, as I believe the humility derived from shared
imperfection enables trust. Whether it’s a client, colleague,
or investor, I seek to understand the goals, objectives, and
values of others, acknowledging that while we may not
agree, there’s merit in constantly broadening perspective. I
am willing to have difficult discussions with my peers, which
at times include heartfelt topics relating to or impacting an
individual’s sense of self-worth, character, decision making,
or earning capacity. These are instances where empathy is
key, while the best leaders are also capable of reminding
themselves that the greater good of the company must
come first in all respects. Having aspirations as aggressive as
Firework’s, these become important assets a leader can tap
into when required.

Pragmatic experiences in media, technology, commerce, and
data, combined with having had amazing Founders as mentors
prior to joining Firework, has also been an advantage worth
leveraging. My leadership style blends an understanding
of commercial growth (obtaining new customers, yielding
ARR or media revenue, while growing with existing clients
supporting healthy NRR) with operational mechanics core
to running a profitable business (efficient net cash burn,
aggressively managed Op/CapEx, properly negotiated vendor
partnerships with shared upside, etc), and a love of building
into those around me. If I were ever to be considered an “A
Player” as an Executive, I would quickly cite having only
been able to get there by way of surrounding myself with
“A+ Players.” I find that immersing myself with talented,
spirited peers is far more impactful and rewarding than
taking the credit for any given achievement myself, and I
have no fear of being overshadowed because I prefer it.
I’ve been fortunate to witness some of the best applied
leadership principles, as well as what I would consider
to be extremely poor leadership demonstrations as
well. I believe that maintaining a keen awareness of the
examples set by those around us is core to shaping who we
become as a leader. To me, the most positive leadership
attributes often align with the mission and principles of
the company. For this to remain true, a business must
maintain core values worthy of replication: Transformative
in nature, penchants for elevating and building into people,
products, or concepts which support the identified needs
of customers, and a demeanor anchored in respect for
everyone, regardless of how you may feel they’ve treated
you.

I also consider myself fortunate to have witnessed examples
of poor leadership practices. I believe leadership shortfalls
resulting in deeply negative employee sentiment overall
as a function of broken culture will impact businesses
more holistically in the future, ranking in equal reputation
as defined by customers. Poorly aligned core values of
founders and leaders, previously most akin to degrading
the culture of a company from within, resulting in a high
regrettable turnover, will begin to impact its earnings by way
of external customer churn. Many enterprise companies,
often publicly traded with brand equity to protect and
share of wallet to grow, are adding “value-based” criteria to
their supply chain partnership assessments. These cultural
and employee sentiment scoring systems applied across
their partner portfolio will increasingly influence decision
making, as in B2B the reputation of one company becomes
more transparently impacted by the “company” they keep,

and the connected B2C sector is proving meaningfully with
data that shoppers are gravitating more toward products
or services produced by companies where ethical or moral
values are shared with them across the board.
All these principles bring valuable exposure as they promote
adaptation. They also apply regardless of company size or
whether the business is growing or contracting. In my role
prior to Firework, I had the opportunity to spend 4 years as
the Chief Operating Officer of a global media conglomerate,
where I was privileged to lead financial and operational
restructuring via turnaround, which contracted headcount
by more than 50% but returned the company to profitability.
We did this by understanding how to get more from what we
already had or discarding that which didn’t drive measurable
ROI. We also re-established and innovated across digital
and social content platforms, much of which included more
efficiently produced video, positioned as a collection of
top media buying and affiliate commerce destinations for
agencies on behalf of their clients and brands.

At Firework in my role as CBO, the opposite of a turnaround
has been true, such that the business accelerates products
from zero-to-one into key ARR driving SaaS product lines
utilizing non-linear, sustainable, exponential growth
strategies. This requires a deep appreciation for product
road mapping and prioritisation, well-managed net cash
burn, and a keen understanding of each contributor on
every team’s expertise. That unlocks the capacity to define
expected quarterly yield and contribution capacity via
OKRs, which is pivotal in leading resource planning, defining
departmental budgets, revenue forecasting, etc with P&Ls
spanning diverse Country Operations. The key for me as a
leader has been applying these business fundamentals with
accuracy and flexibility (amid constant product and strategy
iteration required of a high-growth company) while ensuring
the company doesn’t lose touch with the cultural nuances
equally contributing to its success. These key qualitative
attributes each employee brings as a uniquely special
person are so valuable to not only recognize, but leverage
and reward, to bring the communication of learnings, service
shortfalls, and customer best practices across borders for
the greater benefit of the company and its global, enterprise
clients.

The near future will yield increasingly lucrative opportunities
for businesses to win market share from those who remain
reliant on dated operational techniques or oversight known
to be slow, bureaucratic, indecisive, and who struggle with
applying speed in decision making. Lacking the integration
of these transformational pillars will increasingly put
those companies at risk of diminished market position,
have impact on innovation investments, and contribute
to cultural indifference that lowers the engagement of
everyone. My appetite for calculated risk, desire to share,
and drive accelerated operational, financial, and reputational
transformation among the most opportunistic businesses
are governed by these leadership experiences. As a leader at

such an exciting time in technological advancement, I want
to continue unlocking competitive edge through growth
hacking in areas where companies have distinct market
advantages.

The leadership and philosophical business attributes overall
that I’ve acquired at Firework are invaluable, especially
as they pertain to extreme speed, constant iteration,
and decisive decision making. I feel so fortunate to have
been able to lead and excel here. The distinction of being
recognised by way of this award, as a leader owing so much
credit back to the amazing people on my teams, is such an
honor. I’ll carry that forward with humility as I endeavor
around future leadership roles that I’m fortunate enough to
influence with ultra-high growth capacity firms; privileged
to have participated and excelled among one of the most
progressive and heavily invested markets of the foreseeable
future in video commerce and AI, within one of silicon valley’s
most reputably and deeply institutionally funded, ultra-high
growth capacity, technology companies.

Why do you think more people are desiring
a personalized shopping experience and
how does Firework assist with this?

Personalization and information access work conjunctively.
Exposure breeds curiosity and curiosity drives a desire to
engage in terms which are self-defined. These customer
remits and expectations can’t be met within a traditional
loyal customer cohort and require a more advanced
understanding of all the facets of an individual’s motivation
or interest in something. True unified commerce systems
seek to bring all multifaceted views of any given customer
into focus.

The power of AI, large language models, and machine learning
capable of processing data at speeds and in quantities
so much more advanced than ever previously available is

the only way true personalization becomes economically
viable for businesses. This is where Firework’s AVA product,
along with ChatGPT and more nuanced innovations from
technology titans like Google/YouTube, Bytedance/TikTok,
Microsoft, and others will drive huge investments from
institutional investors and competitive advantage as well.
Smaller, more nimble startups (albeit growing rapidly) will
also change the connected commerce landscape, as firms
like OpenAI, Anthropic, Mistral AI and their exponentially
enlarging competitor list will also thrive, but only one or two
will ultimately dominate their markets. Just last week, Elon
Musk’s generative AI startup, xAI, announced a $6 billion
round valuing the company at $24 billion post money,
which included several of Silicon Valley’s most prominent
Venture Capital and Private Equity firms. Deployed prudently
among fiscally responsible leadership who understand their
fiduciary duty back to those investors, the combination of
the right blend of entrepreneurs, creators, operators, and
strategic partnership leaders within these businesses could
put them on a trajectory to becoming the next trillion-dollar
club market cap member. That’s how influential AI will be
across a combined B2C and B2B TAM that’s infinite.

The future of video commerce in modern retail is shaping up
to be a transformative force as well, integrating advancing
technologies like augmented reality (AR) and virtual reality
(VR), but it’s been this market’s investments in AI to enhance
and personalize the shopping experience that will accelerate
it most. Below are a few key insights into what I think we can
expect: E-Commerce Integration: Retailers will continue to integrate
video commerce as a core element of their strategy, focusing
on creating a seamless customer experience both online and
in physical stores, understanding that AI’s contribution to
video commerce can drive efficiency across content creation,
data-led consumer market knowledge, personalized
targeting, and segmentation. Unified commerce software,
logistics, supply chain, last mile delivery, media buying, and
L&D will also be enriched by these advancements, as well
as every other partnership channel they rely on as part of
influencing their JBPs. That’s why selecting strategic partners
with access to significant capital, top engineering talent, and
iterative product portfolios will become even more crucial
for enterprise retailers and brands.

Omnichannel Shopping & Retail Media: The concept of
‘Phygital’ shopping, which blends physical and digital
experiences, is expected to become the norm. This means
a connected retail environment where the boundaries
between online and offline shopping are blurred. GenAI
merging personalized content with RFID for geo-location
purposes will play a pivotal role in bringing all touchpoints
of a customer’s path to purchase to life more efficiently. As
retailers leverage these communication means, the channels
through which brands can target them across the retailer’s
consumer touchpoints with personalized media expands as
well. This will drive the growth and investment in retail media
exponentially.

Personalization at Scale: Stores of the future will likely
offer highly personalized experiences, with AI-created 1:1
digital sales associates embedded within the retailer’s app
knowing customer preferences as well as a close friend or
personal stylist might. This will include personalized product
recommendations and shopping experiences tailored to
individual needs at a scale never previously obtainable.
Live Commerce: The rise of live commerce, combining
e-commerce, live video streaming and AI, will become a
must-have within the MMM and KPI measurement to meet
the consumer’s desire for an immersive shopping experience
and drive loyalty. It allows retailers to showcase their
products and interact with customers in real-time. A catalyst
will be historically slower adopting markets, potentially
similar to the UK and US, shifting budget allocation
previously earmarked for high-cost, inefficient, PGC often
endorsed by a celebrity for more authentic means of UGC,
unlocking content created at scale by leveraging that which
can be created and rewarded to loyal customers, in-store
sales associates, those with the highest brand affinity, and
product or service expertise.

Investment in Technology: Significant investments and
acquisitions will shift from opening new brick-and-mortar
stores to enhancing technology that supports video
commerce and other digital shopping experiences, many
of which will contain a blended AI functionality. These
investments will span markets, including those made by

global infrastructure and experience cloud providers like
Adobe, global information, media, technology, video content,
and commerce leaders like YouTube, and retailers themselves
as those historically known for owning the R&D like Walmart
and now Shein will be challenged by those who best leverage
strategic partners such as Target.

Has there been a recent project you
and your team have worked on that
was an exciting advancement for the
brand and the technology used?

AI’s role in democratizing content creation, while preserving
the human element of creating experiences based on real
people, but without their need to participate beyond a
rendering of their physical visual and audible likeness, has
been fascinating. These are cutting-edge innovations that
will shape the future of commerce. Participating in these
investments, the development, and commercialization of
assets that have not only never been taken to market, but
until recently had also never been conceived at all, are
experiences that have enriched my capacity to visualize
growth in a different way.

Translating that to my teams, digesting their interpretation,
and talking about the concepts with analysts, investors, board
members, and other entrepreneurs has been a hallmark
experience for me as a leader and student of business, which
I believe has the capacity to shape industries with the same
magnitude. It’s also certainly accelerated my desire to ensure
the investments being made into bringing new technologies
to life are protected, deployed respectfully, with oversight,
and governance, while not risking the potential chilling effects
on investment or growth often associated with government
regulation. AI will be among the largest and most complex
technologies to digest across political, social, cultural,
environmental, and economic influences to have existed in
the modern age.

Finally, What advice would you give to
a company that is considering making
their website and shopping experience
more personalized online but doesn’t know
where to start?

Keep it simple at the start. The concept of video commerce
is really about taking something like a static image or text
and making it more authentic, relatable, and real for the
customer. It doesn’t need to be more complex than that.
If you’re a small business owner, there are tools which will
easily allow you to turn the camera on yourself and talk to
your consumer base about your business. Why did you start
it? Labor of Love? What drives your passion for it? Why do you
feel you’re an expert? What makes your product or service
unique? Shared thought leadership about the industry your
company sits among overall is also important.

From a technological perspective, Firework has a product
and service suite capable of servicing any size business. The
omnichannel marketing thesis around video commerce is that
the content should live everywhere: On the digital assets you
own, like your website (both desktop and mobile enabled), as
well as your app. The app is key, as this is where almost all
consumers are making the purchase and high-quality traffic,
or monetizable video commerce inventory, is often highest.
These assets then have the linked capacity to embed in loyalty
programs like email campaigns, across all social ecosystems,
into the digital assets of your retail partners, etc.

Topically, here are a few additional considerations, which
I’d be happy to discuss with anyone so that we find the
best means toward engaging, inspiring, and converting
your customers for you with the best partner: Reach, Video
Production Quality, Content Management Systems (CMS),
Social Media Integration, Influencer Partnerships, Interactive
Video Features & Retail Media Capacity, In-App & Mobile
Optimization, Analytics and Data Tracking, SEO for Video,
Personalization Technology Live Streaming Capabilities. All
these concepts are important to consider in building a well
informed strategy.