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Inside Infinium’s Spirits Portfolio: Brand Strategy with Susan Gibbons

Podcast / 02.03.2026
Red Door /

2/3/2026 5:53:31 PM Red Door Interactive http://www.reddoor.biz Red Door Interactive


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Episode Overview

Reid Carr: What does it take to market a portfolio of premium spirits that spans legacy brands, celebrity partnerships, and global audiences? Today, we're joined by Susan Gibbons, head of marketing at Infinium Spirits to talk about how she leads a complex brand ecosystem and what it really means to be consumer obsessed in a rapidly shifting category. Whether you're a senior marketer or aiming for the CMO seat, you'll get a behind the scenes look at strategy, structure, and the signals that guide sharp decision making. Susan, thanks for joining us today!

Susan Gibbons: Thanks for having me.

Reid Carr: Absolutely. 
 

Episode Transcript

HOW DID YOUR CAREER LEAD YOU TO INFINIUM SPIRITS?

Reid Carr: Well, we're going to start some things off. Let's kind of start with a little bit of history here. How did your career lead you to Infinium Spirits and what made you say yes to this role?

Susan Gibbons: So good question. I had heard about Infinium for a few years. I've worked in the alcohol industry about 10 years. So I was at Beam Suntory before this and I worked competitively against a lot of Infinium brands. So Corralejo Tequila, Templeton Whiskey. I knew a lot about those brands. And then I just happened to move to San Diego while I was at Beam and definitely started learning more about Infinium. There's not a lot of San Diego based spirits companies. So it definitely caught my eye and there was a role open and jumped on it, had a chance to meet the team and just loved the leadership team. And so yeah, it was a bit of a unicorn to them. They were a unicorn to me and it worked out. So I'm lucky to be here. 

Reid Carr: Well, it's nice to have something like that in your own backyard. And you really feel like part of a family I would imagine.

Susan Gibbons: 100%. Yeah. It's been a great move for me.

WHAT SHAPED YOUR EVOLUTION AS A MARKETER?

Reid Carr: So in this career, Beam Suntory and some of the other background there, was there any kind of a turning point that you've shifted in how you lead as a marketer into the role that you're in now?

Susan Gibbons: Yeah, I'd say there's been a couple different turning points for me. So I think by training, I'm an engineer, so I'm a pretty analytical person in general. And so my first role many, many years ago was at Kraft Foods right out of business school. And I'd say that analytical training suited me really well at that company because it is a very general manager approach to marketing. It's not just about fancy campaigns and a lot of it is about cost management and production efficiencies. So I'd say I was probably a lot more of an analytical marketer back then. And then I moved into alcohol and it was like a whole different world. I moved to Beam Suntory from Kraft and that is where I really developed a passion for brand building because I think what I realized is I came from working on salad dressings and mayonnaise and people aren't passionate about those products.

I mean, most people aren't and nobody ever really wanted to talk to me about the brands at a party. And it was just not really like something I was personally passionate about. And I think you go to Spirits and it's just one of those categories that's so unique because people are so passionate about the brands they choose. And the brands truly do represent them as a person. And I think as a marketer, that's really the dream to work on a brand that people just feel that level of passion for. So I think it really ignited in me that passion for brand building, and that's something I brought with me to Infinium as well.

Reid Carr: Yeah. 

WHY ARE CONSUMERS SO PASSIONATE ABOUT SPIRITS?

Reid Carr: Why do you think people are so passionate about that category compared to some of the other categories like Mayo, for example?

Susan Gibbons: I think it does ... Part of it is about when you choose to use those products in the moments you choose. And really it's a lifestyle category. You're choosing it in your own personal time. It's moments when you want to connect with people. And so the brands you bring really do stand for what you believe in and who you want to be as a person and what you want to reflect to your friends and family. So I think people are very choiceful about the brands they choose in those moments versus when they're eating a salad by themselves.

Reid Carr: Yeah. I'm sure that that's true. I mean, the use case really does drive that. It is fascinating. I think it's interesting that you talked about your background then coming as kind of engineering background into marketing because that's not totally common.

Susan Gibbons: Yeah.

HOW DO YOU MARKET A DIVERSE SPIRITS PORTFOLIO?

Reid Carr: What do you feel like ... I think we're going to talk a little bit about the portfolio. I mean, you're overseeing brands like Templeton Rye, Seagram's Vodka, Howlerhead, and all wildly different, but it's about architecting portfolio level marketing strategy that ... I mean, how do you do that and still honor what you cut a little bit? You talked about each brand's individual identity and then the individual consumers that care so deeply about those brands.

Susan Gibbons: Yeah. I'd say it's one of the most challenging, but also fun parts of working in spirits. It's not a one size fits all marketing approach. How you market vodka versus how you market a $300 bottle of tequila is drastically different. I think there is an advantage for a company like Infinium to have a diverse portfolio because commercially, strategically, we have a product for everyone. We have products at all price tiers, for all different types of consumers, for all different types of accounts. But when we talk to consumers, it's very much brand focused. We don't focus on Infinium. We focus on the brands because the need states are so different and how we market the brands is drastically different. And it is about just staying true to the category and what that consumer's looking for. So how we market Tears, for instance, who we're trying to reach a very high end consumer, it's all about exclusivity and being very choiceful about where we show up and how we show up and who we want to be seen with.

And then Seagram's vodka is the opposite. It's much more ubiquitous. And you're at grocery, you're trying to capture that consumer's attention when they're looking for a great value vodka to make a cocktail with. And so it's fun. It's super dynamic. And I think you really have to understand the need states you're targeting and the consumer you're targeting to create the right plan for that specific brand. 

Reid Carr: Well, that's good. Well, I like to be seen with Tears of Llorona occasionally as well. I'm glad I'm part of the portfolio hahaha.

Susan Gibbons: Hahaha that’s right!

HOW DID ACQUIRING HOWLERHEAD CHANGE YOUR APPROACH?

Reid Carr: Some of these brands, I mean, I think a lot of them come with their own heritage. I think example, Howler Head, how did the Howlerhead acquisition change or maybe challenge your approach to what an existing portfolio brands?

Susan Gibbons: Yeah, that one has been fun. So we acquired that brand this past year from Campari and-

Reid Carr: And talk a little bit about what it is too, I guess.

Susan Gibbons: Yeah. It's a banana flavored whiskey. It's made Kentucky straight bourbon, so high premium bourbon, and then we add in banana liquor to the product. Super delicious product has a very loyal consumer following. And for us, it really did fill a hole in our portfolio. So as a company, we used to own Screwball––which is another flavored whiskey––and we sold that a few years back. And so it really ... Flavored whiskey is such a huge category. We're excited to be back playing in that space. And for us, it's such a fun brand. I think you can't do the things you do on Tears that you do with Hollerhead. You can be a lot more tongue in cheek and playful and do kind of more disruptive gorilla style marketing on a brand like Hollerhead. And it's the first brand right now in our portfolio where we can really maybe cross some lines. So it's been fun. We've got some fun plans in place this year, showing up in extreme sports, going to some of the ski resorts and doing some fun, disruptive stuff. So for us, it's been fun and it's kind of challenged different parts of our marketing brain to think about how do we disrupt with that brand.

Reid Carr: Yeah. So you learned some lessons maybe on Screwball and kind of the development of that into apply to Hollerhead?

Susan Gibbons: Definitely. And the categories of vaults in Screwball, we've owned Screwball too. So I think just understanding who is the flavored whiskey consumer today, what are some of the new competitive sets we're up against? There's things like ready to drink and seltzers and the market's changed so much. So I think how Hollerhead goes to market and who we're kind of competing against has changed

Reid Carr: As well. Yeah. I mean, I guess every category evolves quite a bit and this is no less of those. So I mean, that's talking about as times have changed, but again, going back to the idea of heritage brands, because those have endured over many years, what does it take to keep heritage brands? I think a little bit like a Templeton or something like that, keep those brands fresh and relevant without really compromising those roots, but still adapting to the change you're talking about.

Susan Gibbons: Yeah. I think that is a huge thing in spirits. There's a lot of brands that have such a rich heritage and history. And I think the spirits industry is really special in that way where you're working with these, in some cases, multiple hundred year brands. And a lot of times you're working with the founding family members still. You get the benefit of a big company with investment and resources, but you still have so- and-so's great grandson working at the distillery.

Reid Carr: They care a lot.

Susan Gibbons: Yeah. It's a family business. I think a lot of people don't realize that about spirits. It really is a family business still. And a lot of these brands, there's so much heritage and these legends that have basically created the industry are still involved. And I think it's such a fun challenge as a marketer to think about how do you bring that story and make it relevant for today's consumer because you don't want to give a history lesson like today's consumer is not interested in that.

But how do you bring that passion and the DNA of those brands to life for today's consumer? I'd say that's been a really big focus for me at Infinium in the last year is really understanding what is the DNA of each of the brands in our portfolio. So it's basically like becoming a historian of these brands, going down to the distillery, meeting with the families, learning the origin story of these brands, who were the founders, what were their personalities like? Visiting the home place, what is the personality, the vibe of the places where these brands were made, and then really trying to figure out a way to distill that and bring it to life through a new visual identity or new campaign and messaging. It's been super fun. I think that whole process, and we've done a lot of work on a few of our brands in particular to really get that right.

And we're excited. We've just started kind of launching a lot of that work in the last few months, and it's been really rewarding to see.

Reid Carr: Yeah. It's interesting. 

HOW DO YOU KEEP HERITAGE BRANDS RELEVANT?

Reid Carr: So you kind of do all this homework and then you have to, I would imagine, get their buy-in as well. I mean, how does that look like of getting some of this multi-generational family buy-in to where you want to take this brand?

Susan Gibbons: Totally. I mean, I think some people are more protective than others, but I think it's all about trust. And I think when they see the work we've put in to creating the right positioning, I think usually they're pretty happy with the result. And I think it's always helpful to get feedback. We definitely get family input along the way, but I think in general, they trust they're like, "You guys are the marketers. You know what you're doing as long as you don't mess this brand up."

Reid Carr: Yeah. They're going to keep producing great product or product in the spirit that they intended, I would imagine. So let us do our thing and we'll let you do your thing as long as you keep selling bottles.

Susan Gibbons: Exactly. Exactly.

Reid Carr: So that's satisfying the one side of things with whatever the founders, the families and the brand itself, but on the other side of this obviously is the consumer. And I think a lot of brands talk about being consumer obsessed or customer obsessed. 

WHAT DOES CONSUMER OBSESSION LOOK LIKE IN PRACTICE?

Reid Carr: What does that look like for you in execution, not just something we aspire to?

Susan Gibbons: Yeah. I think for us, I mean, I love that term consumer obsession. I'm going to steal that from my marketing group. I think it's what we do for each brand, we like to define who is that consumer. We usually put a name to it. Sometimes we put a celebrity and we print it out and you look to that for everything we do, every tactic we develop, every media plan we create, every event we decide to activate at, it's using that consumer, their needs, their motivations, their interest as the filter to make sure we're being consumer assessed and kind of focused on ultimately, are we reaching this person? Are we going to connect with this person? I think the challenge a lot of times in marketing is personal biases. I think we all like to think we're the consumer. I feel like I've learned as I've gotten older, I'm not the consumer anymore hahaha.

Reid Carr: Yeah. I've walked into a few bars where I realize I'm not that consumer either.

Susan Gibbons: I think just having that consumer at the forefront for everything and making sure we're never kind of falling back into that trap of, you know what, I might believe this, but does this consumer, does this really connect with that consumer? Is this what they're looking for, I think is important.

Reid Carr: Yeah. 

HOW DO YOU BALANCE SHORT-TERM TRENDS AND LONG-TERM STRATEGY?

Reid Carr: So I mean, I think one of the things that you talk about then is you have to create that connection and engagement. And I think some of the times you're putting out ads or campaigns versus longer term, truly shifting their customer behavior. I mean, how do you distinguish between some of the activities and activations that you do that might be short term to judging the long term shifts in consumer behavior toward your brands, your portfolio, or even some of the trends and changes in the spirit category as a whole?

Susan Gibbons: Yeah. I think it's a good question because I think the industry is challenged a lot with short term and long term because I think as a starting point, making spirits is not a quick process. So like tequila, for example, you plant an agave plant and then it grows for seven years and then you harvest it and then you make tequila and then you age it for another five years. There's no quick go to market, but then there's a lot of things changing right now in the category a lot more ready to drink, seltzers and non-alc. And I think all these companies are in this situation where it's like, what do we invest in? What's a short-term fad and what's kind of more long-term something we invest in? And I think for us, I think you have to stay on top of trends in the short-term fads. And from my perspective, usually the fads that are going to be more long-term are the ones where there is a true consumer insight and long-term consumer insight and need that's driving it.

I think non-alc is a perfect example. That was not overnight. That happened over years and people, moderation started happening some time ago and people looking for low or no alc solutions. And I think you have to be nimble as a company, but you also have to make sure you're not over investing your time and resources to chase short term opportunities. So it's definitely a balance. I think at Infinium, we are very choiceful about what are the opportunities, innovations we're investing in and leaning in and making sure we're not trying to chase too many short-term things that in the end aren't going to exist years down the road. 

And you see a lot of companies now, like I follow Coca-Cola or even Diageo, they have incubation companies because big companies are not set up to respond to short-term fads. I think it's harder to make decisions quickly. And so they do almost set up these separate entities to really enable quick idea generation and identification of emerging trends. And so yeah, I think there's a lot of opportunity in alcohol. I think if you can figure it out and crack the nut on how to innovate quickly and respond to trends, that's a big unlock for the industry.

HOW HAS CONSUMER INSIGHT SHAPED BRAND INNOVATION?

Reid Carr: Yeah. Well, I mean, so is there any examples that you might have of where maybe a consumer insight shaped a major campaign or brand move or an adjustment to the portfolio?

Susan Gibbons: Yeah. I think Tears is a perfect example where there was a trend emerging that pretty quickly they realized it's not a short-term fad like tequila started emerging. And I think the insight with Tears was tequila used to be a bit more of a niche category and kind of a party drink as we know. 
But and a lot of brands kind of chase the opportunity, but I think there wasn't anybody really targeting the more educated spirits drinker with tequila. So when you think about someone who is purchasing high-end wines or whiskeys, they actually are open to many different types of spirits. And I think a lot of the tequila brands were going just after the tequila opportunity. And that was the whole reason for Tears. I think Infinium saw the opportunity. There is an opportunity for a higher end tequila that's very focused on the liquid and the process and connecting with that consumer who really does appreciate finer things is what we say. They look for quality, they're not about chasing the celebrity tequila brand, they're not looking for like a big fancy bottle they can put on their bar. It's about the quality of the liquid. And so Tears was really born from that insight.
And I think that's one of the reasons it's been so successful is one of the brands that really, it didn't go after tequila bars or traditional tequila drinkers. It really went after whiskey drinkers and people who are very experienced in the spirits world and it appeals to scotch drinkers, it appeals to Japanese whiskey drinkers. I know you've tried the product, the product itself delivers and-

Reid Carr: Very much does. Yeah. No, I mean, and that's certainly of notice of, as we're sitting here in San Diego and tequila's a big part of the local culture here, so got exposed to a lot. And it was one of the first ones that was like, "Wow, this is really something different." And it was really cool to see and to hear now how deliberate that is makes me respect marketing even more.

Susan Gibbons: Yeah, we're lucky. That one's been a big winner for us and we don't want to scale it too fast. There's only a finite amount of product and so we're very choiceful about where we put it, what accounts we give it to. I think it's something that there's so much potential, we just want to make sure we're growing it the right way.

HOW DO ON-PREMISE AND OFF-PREMISE STRATEGIES DIFFER?

Reid Carr: Yeah. Well, I mean, that's what's interesting too, is we can think about getting bottles into consumer hands, but you have a more complex channel strategy that's just that. It's the brand down to the consumer is you've got on- premise and off-premise and distributor, obviously with kind of where we are in the laws in the US for alcohol. But how, in your case, more specifically, and for those that understand that, and maybe even talk about the tier system too for our listeners, but how do you approach on- premise versus off- premise marketing, and what challenges are unique to each within that overall construct?

Susan Gibbons: Yeah, that was probably one of the biggest learning curves I think coming from the food industry is learning and understanding the three-tier system. So alcohol, one of the biggest differences is we legally aren't allowed to sell directly to retailers. We have to work through a distributor. So that's a big change. As a company, you have salespeople, but those salespeople really call on the distributors and the distributors are the ones who ultimately place the orders for products for accounts. So that's a whole learning curve. And then on and off premise is really just one of the more dynamic parts of spirits industry. What consumers purchase in the on- premise. So on- premise is bars, restaurants can be very different from what they purchase in the off-premise, which is your grocery store, your club store, and how you market, how you go to market in those channels are very different.

So that was definitely a learning curve, especially the on- premise piece, because that world works very differently from grocery chains, and it's much more dynamic. You've got thousands of accounts, and what drives consumer choice in that channel is very different than what drives consumer choice in the off-premise. So on- premise, there's a mix of things that can influence what ultimately a consumer orders. You could be a call drink, which is like Fireball or Jack and Coke or Apple Allspits. That's like the holy grail for marketing. If you can be that brand, you're going to drive a lot of cases. You don't even have to market because people just know you and you're that drink, you define that drink. But then there's also a whole element of bartender recommendation. So a lot of, especially at a higher end account, when you go and order a drink, you might ask the bartender, "What tequila do you recommend?" And so there's a whole marketing strategy behind that.

Brands invest in building education and advocacy with bartenders and waitresses, and especially at some of the higher end accounts where they are providing a lot of recommendation to the consumers and patrons. So that's a big part of our strategy, especially for Templeton and Tears, is just educating them, how do they speak to the brand, bringing them to the distillery so they can learn about the brand.

So that's been, I think just learning how that world operates has been super eye-opening. And then there's like cocktail placements. So when you look at a menu and you see a brand on the menu, you might see the Patron Margarita.

Usually they're getting a pretty good price on that. There's a lot of deals happening to get those cocktail placements. So there's a whole dynamic with that, but you're driving a lot of cases. If you're getting that house cocktail, you're going to drive a lot of volume. And so there's different strategies that brands use to get visibility in the on- premise, but on- premise is so important for us in the industry because it really does drive trial. And when you're trying to get a consumer to buy a $50 bottle, if they can try it in the on- premise and they love it, it's a lot easier to get them to buy in the off-premise. So it does really open up doors for the brand and the off-premise if you can try to get that trial in the on- premise.

Reid Carr: Yeah. Well, within all of that then too is experiential. 

WHAT ROLE DOES EXPERIENTIAL MARKETING PLAY IN SPIRITS?

Reid Carr: So how do you insert experiential into all that?

Susan Gibbons: That's a huge tactic, especially in this industry. I'd say just a lot of brands I think do invest in experiential because it makes sense. You're reaching consumers in moments when they are thinking about drinking and socializing, they're in that mindset. And so experiential is a huge tactic, especially for brands like Corallejo and Templeton for us that we're trying to connect with a younger consumer, we're trying to lean on their passion points like music or sports. And it's just a great way for us to build connection with those consumers and allow them to truly experience the brand firsthand and then get that critical trial so they can try the product. A lot of times when we do experiential, we also can get cocktail placements at the bar so we can drive cases that way. It's extra benefit. So yeah, I would say it's a really important tactic, especially in this industry.

WHAT DEFINES A HIGH-FUNCTIONING MARKETING TEAM?

Reid Carr: Yeah. So I mean, with all of these tactics moving from what I mentioned, the on- premise and off-premise and the experiential and all the brand work you do, at this point it's about team and talent and getting all that done. In your view, what defines a high functioning marketing team in today's environment and the complex environment that you're in?

Susan Gibbons: Yeah. I think this might be just coming from bigger companies. I feel like in my mind it's being results oriented is the most important thing as a marketer. If you don't deliver your results, that's every marketer's number one goal at the end of the day is deliver the plan. So I think having a team that's nimble, that is results oriented, that knows how to get the job done, but also how to build the brands the right way. It's that challenge, kind of short term versus long term. You never want to make quick decisions just to drive volume at the expense of the brand, but how do we build the brands in a long-term sustainable way and still deliver what we've committed to ownership?

Reid Carr: Yeah. Do you look for marketers on your team who are more oriented toward this kind of legacy brands versus breakout brands or does that skillset transfer between the two? What's the difference between those kind of legacy heritage brands versus those that are just upstarts?

Susan Gibbons: I think I like to look for diversity on the team. So I think people who do have a mix of big brand experience and more scrappy entrepreneurial experience, I don't necessarily, at least at Infinium, spirits experience isn't a mandatory for me. I think a lot of people might disagree with that. They feel like you have to know the industry and know how bartenders work and distributors work. But for me, it's more important just somebody who is strategic that knows how to lead a team, is results oriented… I think that to me is the fundamentals that are harder to teach. And I think learning about the alcohol industry is not rocket science. So I think that's really ... And then I think the most important thing for spirits is the passion for the category because like I said, it is such a passion focused lifestyle category.

Consumers feel such passion for these brands that you really need people who understand that and get it and have an appreciation for spirits. So I think that's really, really important, having that passion for the industry.

Reid Carr: Yeah. Yeah. I mean, that's one of those things that kind of I get on my soapbox on a little bit, is those times when people get so hung up on industry experience. And I mean, I really believe that bringing somebody in with a fresh perspective- 

Susan Gibbons: A hundred percent.

Reid Carr: … is going to be a lot more valuable to you. It's a creative to what you already have, because I would expect that the people you're showing up to join, they know the industry. And so they really should have someone there asking the quote unquote dumb question.

Susan Gibbons: Yes.

Reid Carr: Why do we do it that way? And a lot of times that answer is like, "I don't know. We've just always done it that way."

Susan Gibbons: Yes. And I think spirits is due for a little disruption from that perspective.

Reid Carr: Yeah. Most categories are, but you talk about this being so heritage driven in many ways and the thoughtfulness of from farm to bottle, I think in a lot of ways, I think it requires that when you've got, you're looking up at how many times he's kind of plopped down at a bar and looking at a hundred different bottles, what's the thing that's going to make it stand out and it can't just be the shape of the bottle.

Susan Gibbons: Yes, yes, exactly.

Reid Carr: So yeah, it's complex and I don't think people give it enough credit for how complex it is.

Susan Gibbons: It is. Yeah.

Reid Carr: So I mean, I get to get to one of the fun questions of what, for you, what's your go- to cocktail and even better is how does that reflect your personality?

Susan Gibbons: Oh gosh. This is one I made a lot over the holidays. Al Diablo. Have you heard of that one?

Reid Carr: No, let's share this.

Susan Gibbons: Okay. So El Diablo is-

Reid Carr: Which I'm getting a sense how it might reflect your personality a lot writing the name.

Susan Gibbons: The devil. I love a good theme. I guess that's what ... So El Diablo is a tequila cocktail
And it's got a mix, obviously tequila, creme de cassis, which is like a black current liquor, lime juice, and then you top it with ginger beer. So it's so Super refreshing, but it also has a little bit of a darker profile. So it's good for holiday. It's a good tequila cocktail for the wintertime when I feel like most people tend to lean towards bourbon and whiskeys. Super refreshing. I changed the name depending on the holidays. So El Diablo for Halloween and then I'll do Thanksgiving margarita or Christmas margarita is what I call it, but it's the same cocktail for each holiday. 

Reid Carr: That's great. Very scalable. Hahaha

Susan Gibbons: Hahaha yes, yes. Yeah. It's great though. It's super easy to make too.

WHAT EXCITES YOU ABOUT THE FUTURE OF SPIRITS MARKETING?

Reid Carr: Yeah. Oh, that's great. So all the things we have ahead of us, what excites you most about the future of spirits marketing? I think we've kind of heard a little bit of glimmer of it through a lot of the answers already. And then how is the role of marketing leadership evolving with what you see as this future?

Susan Gibbons: Yeah, I think it's no secret. It has been a really challenging few years for the spirits industry. I think that the trends have been against us a lot of health and wellness and migration to other categories, lifestyle categories. So I think what's most exciting, I feel like with the challenges, there's always opportunity. It's about the companies that can stay nimble and act quickly and basically get ahead of the trends. And so you're seeing it a lot with the big companies and small companies starting to invest in non-alcohol products, which is really interesting. Cannabis is another one. You've seen some companies kind of dabble in that. So I think it's opened up a whole new world for the industry. And you can't kind of just ride on the old trends of bourbon and tequila and you kind of find new ways to grow and innovate. And so as a marketer, I think that's exciting.

And it's about who can kind of figure that out–the quickest–and act nimbly. So I think it's a big mind shift for an industry, like I said, that is very slow to market. A lot of these brands have taken many, many years to develop. We can't really operate that way and we have to find a way to be quicker.

Reid Carr: Yeah. I think that's one of the things that strikes me with Infinium is very kind of product centric in the sense of like, how are we adopting our products, our portfolio, and finding those spots? I think there's a lot of other brands or companies out there that are focused on the distributor relationships that they already have and just pushing more through that.

Susan Gibbons: Yes.

Reid Carr: And just that's one thing I've always thought about Infinium that's unique and as a consumer feels a lot better than some of the other things that are out there.

Susan Gibbons: Yeah.

Reid Carr: So I appreciate that about your guys' portfolio. 

Susan Gibbons: Well, thank you.

FINAL THOUGHTS & KEY TAKEAWAYS

Reid Carr: Yeah. Well, thank you for joining us here in studio here in San Diego. Glad to have you. So yeah, Susan, enjoyed it.

Susan Gibbons: Thank you so much. Thanks for having me. Absolutely. Enjoy your tequila.

Reid Carr: I will!

Reid Carr: Anyway, so for listeners here, we're going to have our show notes on our website, reddoor.biz/learn, and be sure to give us some ratings and reviews on anywhere that you follow your podcast and look forward to hearing from you all next time.

 

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