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Brandon Burton 0:00
This is the Chamber Chat Podcast, the show dedicated to chamber professionals to spark ideas and to get actionable tips and strategies to better serve your members and community.
Hello, Chamber Champions. Welcome to Chamber Chat Podcast. I’m your hosts Brandon Burton. And it’s my goal here on the podcast to introduce you to people and ideas to better help you serve your Chamber members and your community.
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Our guest for this episode is Clint Nesmith. Clint is the CEO of Resource Development Group and brings over 20 years of fundraising expertise to the table. Throughout his career, he has led successful funding campaigns and advise chambers and economic development organizations of all sizes across the country. Clint’s background also includes leadership roles in University Advancement and with the Metro Atlanta Chambers forward Atlanta campaign. Under his leadership, RDG continues to serve as the only firm in the US solely focused on generating revenue for chambers and economic development groups. Clint lives in Statesboro, Georgia with his wife and four children, but Clint, I’m excited to have you with us today here on Chamber Chat Podcast. I’d love to give you the opportunity to say hello to all the Chamber Champions that are out there listening, and to share something interesting about yourself so we can all get to know you a little better. Thank you, Brandon. It’s a pleasure to be here today.
Clint Nessmith 2:10
Thank you for the invite, absolutely. Well, so yeah, I would say the the the most interesting thing that is happening in my life right now is I’m now a grandfather. For the first time,
Brandon Burton 2:21
I thought you had an extra big smile. So yeah, and she’s
Clint Nessmith 2:25
a cutie, my overachieving daughter, who has always done everything early in her life, from graduating from high school early to graduating from college in three years to do you know, getting married at 21 has they wasted no time, and we are. We now have a about a two week old granddaughter, so we’re super excited.
Brandon Burton 2:50
That’s very exciting. Very cool, awesome. Well, tell us a little bit about resource development group for those who may not be familiar, just give us a little bit of background about what it is you guys do, who you serve, kind of your areas of expertise, if you will,
Clint Nessmith 3:06
perfect happy to so resource development group, as you highlighted earlier, we’re very niched, and we’re really a boutique firm. We only work with chambers of commerce and economic development organizations to help them raise the money to fund their various programs. We this is actually our 30th year of operating. I’ve been with the company for 22 years, and took over a CEO a little, little over three years ago, and it’s been a, been a great transition. We are continuing to carry forth the service offerings that that we always have, and we’ve added a few new ones, as well, around investor relations support and also turning our campaign management software that we own and built, providing it with a with the capabilities to also be used for Investor Relations tracking, which is something that no CRM does well. And we kept hearing folks talk about that over and over again, and we said, we think we can probably do something along those lines. So we’re we’re excited that that we’ve been able to add that too. But what’s interesting about company, and some of the conversations I have with other chamber executives, is we frequently get the question, hey, we don’t do economic development. Like, do you guys ever work with chambers that don’t do economic development? And resoundingly, yes, we do. And what’s funny is, we code a lot of that as economic development within our own company, even if chambers aren’t specifically thinking of it that way, but we have, over the years, certainly supported chambers in raising money for advocacy, livability, talent development, and more and more housing and homelessness are working their way into the strategies that we. Uh, are working with, yeah.
Brandon Burton 5:01
So do you just, do you do kind of a one on one with these chambers and figure out what their needs are, what it is that they need to raise the funds for, or is there some survey that goes out? Or how do you assess the needs of each community?
Clint Nessmith 5:15
Yeah. So we always start off basically saying, Do you have a plan? Do you have a strategy? Many of our clients will have just gone through a strategic planning process, whether that be internal or using a strategic planning firm like an EY or or an Amy Holloway. And if they don’t have that in hand, then we have to work with them to really develop what their strategic pillars are highlighting, what are we going to be able to do that we can’t do today as we move continue to build on the momentum within the marketplace, and so we will sit down through our feasibility study process with them, work out, what are we going to do, and then who are we going to go and test this in front of? We usually will interview somewhere between 30 and 40 leaders from around the county or the region or the state, depending on the area that our clients cover, and we’ll actually take that, that draft strategy out and test it on and as we test it, we’re not only getting feedback on the strategy, but we’re getting feedback on the organization and their recent their recent successes, and how well they feel engaged in the work. And of course, we’re also getting feedback on a proposed needs based budget, and then that to fully fund that strategy. And then within that budget conversation, we’re testing individual investment amounts, which ultimately allows us to come back and provide a very data driven feasibility report that covers a lot of ground. Yeah,
Brandon Burton 7:04
that’s great. It sounds like you guys are problem solvers. You figure out what those problems are in the community based on their strategic plan, and then see what they’re not able to currently do with the current setup, the current funding, and then find the solutions to overcome that hurdle. So I think that, uh, that transitions really well into our topic for today, where we’re we’re talking about the importance of being proactive here in 2025 and once you have that strategic plan, as you’re looking forward, what kind of things do you need to do to keep that momentum going? So we’ll dive in much deeper on this topic as soon as we get back from this quick break,
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Brandon Burton
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All right, Clint, we’re back. As I mentioned before the break today, we’re talking about being proactive, especially here in 2025 from your perspective, as you work with chambers and economic development organizations, what does that mean to you to help them be proactive and and forward thinking as they manage their organization?
Clint Nessmith 11:18
It’s, it’s, it’s always important to be proactive. Clearly, and the reason the business community and public sector and foundation community tend to sort of gravitate to chambers and economic development organizations is they do tend to be proactive. They do tend to get things done in a very in a way that can be measured. So you always have to be proactive. But whenever there are economic challenges, you have to that, that that the importance of being proactive really becomes even more of a priority for chambers and Ed is I’ve, you know, you highlighted earlier. I’ve been doing this over 20 years. I have lived through a number of in my career where there was economic uncertainty, whether that be post September 11, whether that be 2008 and the great recession. We all, most of us, I would imagine most of your listeners have lived through COVID and worked through COVID, every one of those economic shock that that led to economic uncertainty, much like what we’re seeing in 2005 with the tariff talks and the changes and the potential impacts that that’s having some positive some negative on our in perspective communities, and able to be what we’ve seen is being able to be really proactive, be seen as a resource anytime you’re in the sort of economic uncertainty that’s that’s incredibly important, because All of your members, all of your investors are looking to someone to sort of help them work through the challenge, someone that can provide them with the most up to date information, someone that can assist them when they have questions. So yes, being proactive is always important, but when there is economic uncertainty, that’s really where Chamber of EDOs can really shine. Yeah.
Brandon Burton 13:25
So it can be really hard to predict when the next, you know, COVID, you know, shutdowns would be, or the next big terrorist attack, or major economic disruptor, right? But as I see it, as a as a chamber leader, as economic development organization leader, you’re, you’re kind of that Captain guiding the ship, right? You need to be able to to look ahead, have some foresight, and be able to see what are those potential threats to our community. How can we be prepared? And maybe, you know, we hear about rainy day funds and things like that, to be able to prepare for the future, for those unexpected things. So what does being proactive? How does that translate into these organizations, chambers and EDOs, to be able to sure, take those action action steps?
Clint Nessmith 14:13
Yeah, so I’ve had this conversation a lot lately. I think everybody knows that there is a lot of uncertainty for the first half of the year that we’ve been here in 2025 I can, I can assure you that every as you look back in those those previous sort of economic shock events, that if a chamber or Edo is proactive and seen as a resource, anytime you’re in a situation like this, you are ultimately going to be rewarded. You need to it’s important to not sort of hide from the challenges. That your members are are facing the we need to we need to acknowledge that there are stresses and that there is uncertainty. I’ve, I’ve had conversations with clients that were trying not to talk about the potential impact of tear up tariffs in their community, which I think is a mistake. I think your members are dealing with that every single day and are trying to work through it. And so acknowledging it is is important, and you can do that without being political. I mean, some folks are concerned that, you know, they sort of weigh in on this. It’s going to be seen as political. It doesn’t have to be viewed that way. You can simply talk about, here’s what, here’s what the impact is going to be on our local employers, and based off the information that we have right now, here’s the research that we have, here’s what we are doing to try to be proactive, to assist you all. And as we go through this, through this process, and and, you know, I kind of, I like to say, you know, pull that COVID playbook back out. It’s very relevant today. Over communicate. Invite the media to reach out to you for comment. Find opportunities to pull your members and investors together to give those updates. Create a create a toolkit. We’ve got a call. We’ve got clients that have created tariff toolkits that is really just loaded with information about the latest and greatest. You know, whatever is coming out of DC, here’s what we know. Supply chain assistance. There’s a lot of companies trying to figure out. Maybe you know new supply chains, what can you do, from a research standpoint, to help your your members figure that out? So you know, there’s a lot there that be valuable. And as I said before, chambers and EDOs that are able to be great partners in times like this are going to be rewarded.
Brandon Burton 17:16
Yeah, as you talk about the current situation with tariffs and like, Man, this really does rhyme with the whole COVID problems, with the supply chains and all the disruption. And how many people remember the whole Suez Canal incident, you know, that disrupted supply chains and being able to figure out these, these solutions. But also what stood out to me in that explanation was being able to look for potential obstacles that can stand in the way of your community, you know, progress in your community and the business progress, and also the possible solutions, and be proactive in moving forward, in having those solutions and not scrambling once those obstacles, you know, rear their ugly heads. But I already have a plan in place of, yep, we prepared for this. Let’s move forward and and those communities are going to be much more healthier. On the other end of whatever that challenge is, are you seeing some examples, as you’d mentioned, the the tariff toolkits? It’d be kind of neat to see what’s all included in a tariff toolkit. But what are, what are some other examples you’ve seen of of organizations that are being proactive?
Clint Nessmith 18:28
Yeah, it’s, you know, we’re, it’s funny. We are currently working with the Detroit Regional Chamber and their mission auto initiative. And mission is really an association for the automotive mobility industry. We actually did our feasibility study back in the fall. Before you know the all the tariff conversation really got got going, but we’ve been raising money to fund elevated program, programs for Michelle around advocacy and workforce development for the industry throughout this entire year. And, you know, there, we kind of gut check ourselves all along to say, you know, let’s make sure that we’re we’re still doing the right thing, and we’re being appropriately, appropriately, appropriately acknowledging the challenges that the industry is going through right now, and the industry adjacent folks you know, to the to the to the mobility industry, but where we’ve really consistently leaned in on is we’re able To show how Miss Auto is going to bat for the automotive mobility industry, how they’re playing offense and defense, and we’re having meetings with folks that in some cases, they’ve laid off employees, they’ve closed plants in response to. Uh, some, some tariff, but some just continued automotive sort of realignment. But who will also say we’re going to elevate our funding support provision because we see it as such an ally the automotive industry that we’re operating in that without them being there, we know we would not, as an industry, be as well off as we are today. And you look at great it’s been a slower campaign because of the impact that the tariffs are having, particularly on the automotive mobility space, but for the commitments that have come in the door. Worse, we’ve seen a 33% increase in funding. Think about all of your listeners out there, what they would do with 33% more revenue? Excitement, yeah,
Brandon Burton 20:55
yeah.
Clint Nessmith 20:58
And but it just goes to show that even in a challenging time or an uncertain time, you can be successful in raising money if you’re seen as a solution. Yeah, absolutely.
Brandon Burton 21:10
And I think it’s important to mention just whatever every community is so different, whatever industries are in the community, the layout of the community. And when you think of these potential obstacles that can affect the businesses within your business community as a chamber and Edo, some of those, maybe those global type things, like tariffs that we’re talking about, or a worldwide, you know, virus and other things can be very localized. You know, maybe your community is in a flood zone, and, you know, you just it rains hard and it really hurts businesses. So what can you do to be proactive in these different scenarios that affect you, either on a very localized and a much more wider scene, and I don’t know if there’s, you know, the best exercises or approach to really flesh out what those potential threats might be. What have you seen to as chambers and EDOs take that step to be proactive? How do they assess what those possible threats might be? Yeah,
Clint Nessmith 22:14
well, it’s, it’s, you’re doing a strategic plan every three to five years. There should always be. There should always want
Brandon Burton 22:22
analysis, and, yeah, always
Clint Nessmith 22:26
and, and if it if possible, you know, setting aside dollars to either proactively address what you think that challenge is going to be, or setting aside dollars in a special sometimes they’re called opportunity fund that is kind of there waiting to be pulled upon if something unplanned happens. I live in I live in Statesboro, Georgia. We were hit really hard by Hurricane last year like nothing I’ve ever lived through before, as many in the south work and and those you know, you think you know, kind of thinking ahead of, okay, this is, this may not be a one off thing, even if we weren’t playing planning for for some sort of response before for something like that. Let’s make sure that, as we think ahead, that we were our plan is taking into into consideration having to maybe live through something like that again. And what would we do mean? You look back at, I’m going to go way back, remember the unfortunate bombing in Oklahoma City. Yeah, we worked with the greater Oklahoma City Chamber for a very long time. And Roy Williams, who, of course, is retired now, can tell you how the chamber responded after that bombing. And they, you know, there, there’s definitely playbooks out there. I mean, they’ll, he’ll tell you that they immediately turned the chamber, into a place where the media could gather and report from and were welcoming questions and talking about, well, here’s what our local community is doing to work through this, this unplanned for unprecedented challenge that we’re now facing. And what’s interesting is, you know, Oklahoma City was really struggling kind of in the early, kind of late 80s, early 90s. And while that was a horrific event, the Chamber figured out a way to use that to actually be one of the things that sort of elevated that community over the next 25 years, and and and so need to be proactive. You need to be thinking for the future. I will always love Opportunity Fund, our client, the greater Wichita partnership, right now is setting up an opportunity. Opportunity Fund, that’s an economic development organization in Wichita, that’s the 10 county region, and they’re doing it for different reasons. They’re doing it because they’re one of the fastest growing communities in the country. Right now. Their economy is on fire, and they are tired of having to take an unplanned the have the first step be we’ve got to go raise money so we can address this, which, of course, just slows down your response time. So instead, they’re going to set up an opportunity fund so they can immediately take action. Because we all know, in this world, the quicker you can respond, the more likely it is you’re going to end up with a successful conclusion, yeah,
Brandon Burton 25:42
I love that. The whole idea of the Opportunity Fund, I mean, any any household, it’s good to have that, that savings, you know, for So, right? Why don’t we do that as a business, as an organization? Why don’t we have that opportunity fund and and teach it and practice it and have it be a normal thing,
Clint Nessmith 26:00
right? You got it. And
Brandon Burton 26:03
I think there’s even opportunities within the opportunity fund where you can invest, you can do other things with it, where you can you can see it grow, and doesn’t just sit there. But when that opportunity really comes, you really are
Clint Nessmith 26:15
prepared exactly, you know, I know many of our chambers do have sort of that rainy day fund, or, you know, just the reserves that they’ve built up. You know, you look at the Greater Philadelphia chamber, which is another client of ours, and they had some real, you know, Philadelphia had some real challenges over the last couple of years. Well, they used some of their rainy day fund to really beef up their their local advocacy work. And if they hadn’t had that available, it would have been really hard to do what they did. And ultimately, it was a heavy lift, but they were able to do it. And they they’ve had theirs knowing that, you know they were going to need it at some point. And
Brandon Burton 27:01
yeah, it’s great to see. I mean, you hate to have to tap into it and use it, but it’s great to see a real example where they had it. They were prepared. They’re able to put it to work and and solve problems. So that’s what it’s all about. Well, Clint, I wanted to ask you, for those listening who would like to take their organization up to the next level? What kind of tip or action item might you suggest for them and trying to accomplish that goal?
Clint Nessmith 27:30
Great question. It’s, it’s, I’m going to repeat myself at first, if we move as I answer this, it’s important to have a strategy, even if even if it’s an internal strategy, you have to have a strategy, and you need to, you need to make sure that it is a it has been, it’s refreshed every three to five years, and in every single one of those strategies, it shouldn’t be, how do we keep doing what we’re doing one of it should be, how do we do what We’re doing better? And how do we the new opportunities and challenges that we think we’re going to be facing over the next three to five years, you’ve got to be constantly looking to get better and and then ultimately, that allows you to go out to your funders, community governments, foundations, to make a case for increased funding support, or to join your organization, potentially for the first time, and support you financially, but but the key is to communicate. Here’s what we’re going to do. We need to do that we can’t do today. And oh, by the way, we’re the only ones doing it in our service area. I we frequently will do organizational roles charts to very clearly map out what key organizations are doing within an ecosystem, because it gets noisy and your funders get confused and but being able to show here’s what we are doing uniquely, but also here’s how that dovetails into what other key organizations are doing, so that we aren’t working in silos. Both of those are incredibly important. But my, my, my number one sort of caution this year is if you are thinking about raising revenue, get on it, because what we’ve seen the first half of this year is fundraising across the board has become more challenging. A lot of across not not not just in economic development space, but just any nonprofit, there’s a lot of there’s a lot of grants that were out there that have been paused, and a lot of folks are kind of taking it on the chin. Well, I mentioned earlier about a six to nine month sort of delay whenever you have an economic shock before everybody kind of really gets moving again. Well, this. Fall and in the summer, we are seeing and predicting everybody that has ever needed to raise money being raised raising money in a very aggressive way, because they’re trying to make up for what they didn’t pick up in the first half of the year. So thinking about raising money and take the steps now to try to get out in front of that wave, stake your claim, your unique value, and begin making some of those, those major ask, even if, even if they’re not official, you need to at least see them with those funders that have the likelihood of giving you the most money. And you know, that’s, that’s what I would suggest.
Brandon Burton 30:44
And to your point, with the when these challenging times come, we’re, we’re in the middle of one right now with the tariffs, certain organizations may feel hesitant to go and ask people to invest, ask for for more money, but these are the times where they really see the value of what your organization does. It’s really time to be able to showcase and say, here’s how we support your business, to help you grow and help you thrive. Help our community be strong. Now this is what we need from you, right? And as they can see that happening, yes, it may be a strain, it might it might be hard to have some of those conversations, but if you don’t capitalize on that opportunity of showing what you’re doing in your community, you’re missing a huge opportunity. And it’s your point earlier, when you talked about at the beginning of our recording, some chambers listening might think, well, I don’t do economic development. Yes, you do, and like Clint said, they would code, you know, certain programs of work that you do as economic development. Just because you don’t have that economic development contract formally, doesn’t mean that you’re not involved with economic development and own that sector of it, as Clint talked about, having that, you know, that diagram showing the areas of responsibility, show what you own, and go after the funding for it,
Clint Nessmith 32:07
you know. And you made it something you just said there keyed off another thought, if you are worried that you’re going to and somebody by asking them to do more than they’re doing now with your organization because of perceived challenges that they may be facing. We always like to remove as many barriers as possible to getting to yes, and one of those is, listen, we’ve got this great we’ve got this great we’ve got the strategy. We’re being very proactive. Our goal is to see you this level within the next couple of years. You know, we recognize you may not be able to do anything else beyond what you’re doing this calendar year, but let’s map out a stair step plan to get you there in one to two years. And you know, you start to get people thinking about, okay, how am I going to do that? That’s a great way, though, to grow revenue. And of course, you want to tie it back to that strategy, but it’s a great, great way to recognize, we know you may be facing challenges, but here’s a way that you can still support us in an elevated way, and people will appreciate that,
Brandon Burton 33:27
and it builds ownership for these companies within the community. Does That’s awesome? Well, Clinton, as we look to the future of chambers of commerce, I always like to ask all the guests I have on the show, how do you see the future of chambers and their purpose going forward?
Clint Nessmith 33:44
I That’s a that’s that’s a great question. You think about how chambers have evolved just since I’ve been in this industry over 2223 years, chambers today are not what chambers were in 1999 when I worked or 2000 I guess when I worked for the Metro Atlanta chamber, there are so many more areas that we’re having to get involved in as an industry. I mentioned homelessness and housing. Earlier chambers used to never be involved in homeless, child
Brandon Burton 34:23
care, too.
Clint Nessmith 34:24
Child care, talent development. I mean, you know, there’s a lot, there’s a lot there, and we’re just going to continue to see that. And the reason is, is that when leaders of your community see these challenges, they’re looking for a partner that has proven themselves to get results in the past, and usually where they point back to is a chamber of commerce or an economic development organization. And so that’s what’s really driving this constant change. And. I, you know, you think about sea of chambers in the in the future, I think they’re going to continue to be just as relevant as they are today, as long as we are helping to solve community problems. You know, unless you’re, I think you’re all of your listeners would recognize that the value of networking, just for networking sake, is getting weaker and weaker. You have to be part of the solution for driving your community forward, and as long as you’re doing that, you’re going to be relevant.
Brandon Burton 35:36
I agree. Amen. Preach on. So I wanted to give you a chance to share any contact information for listeners who may want to reach out and connect with you. Talk more about how they can be proactive. What would be the best way for someone to reach out and connect
Clint Nessmith 35:53
right? Yeah. Our website is RDGFundraising.com and my email address is clint@rdgfundraising.com, feel free to reach out.
Brandon Burton 36:09
That’s perfect. We’ll get it in our show notes and make it nice and easy for people to reach out and connect with the Clint. But I appreciate you joining us today, here on chamber chat podcast, sharing your perspective. These are things that, if chambers aren’t already thinking about, they should be. I think a lot of them are, but they need that, that motivate of talk, to be able to get them back in gear, get them focused, get them, you know, driving towards that destination. So I appreciate you, you know, coming and stirring the pot a little bit and making them think worthwhile conversation. Yeah,
Clint Nessmith 36:43
thank you. Really appreciate it. Brandon,
Brandon Burton 36:46
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