Name: JCC Growth Trends and Operational Insights for 2026
Uploaded: 2026-01-08T20:16:00.041Z
Duration: 47 min 4 s
Description: JCC Growth Trends and Operational Insights for 2026

Transcript for "JCC Growth Trends and Operational Insights for 2026": Right. I think we're almost all live on here. Awesome. Seeing all of our panelists. Amazing. Well, thank you all for joining us today. It's really great to chat with all of you. Mikaela, I I don't wanna steal your thunder too early, so please, feel free to go ahead and jump in and get us. intro ed and kicked off. Well, hello, everyone, and welcome. For those who don't know me, I'm Mikaela Norman, development manager here at JCC Association. Thank you so much for joining us for JCC growth trends and technology and data trends that shape a smarter revenue mix, presented in partnership with MaxGo. As a provider, simplified degrees and opted operations, allowing JCCs and JCC camps to focus on their missions. We deeply appreciate their support and commitment to helping the JCC movement thrive. We're also thrilled to be joined by the Minnesota JCC and Marlene Meyers in JCC Manhattan today, who, along with Daxco's experts, will provide real world insights into the trends they're seeing at their J's as we enter the new year. You are welcome to drop your questions in the q and a function throughout, and we'll get to them during the q and a portion. And a recording and slides will also be sent to you via email and posted on the JCC Resource Center. So without further ado, I will hand it over to the Daxco team to kick things off. Cody, take it away. you so much, Michaela. And good morning or good afternoon if we have any attendees joining from the West Coast. My name is Cody Norden. I'm the VP of sales here at Daxco, and it's really, really great to be here with all of you. Mikayla already took care of a lot of our housekeeping, so she's making my job easy today. As she mentioned, if you do have questions throughout, there's a q and a section. There's also a chat section, and it looks like everyone's already kinda jumping in. We'd love, seeing where you guys are joining from, so feel free to drop that in there throughout. And then we're gonna have time at the end to answer, hopefully, a lot of your questions and get some more live dialogue going. Last but not least, at the end of this, you may want more follow-up. We'll have a QR code that you can quickly scan, get more follow-up from our team. So without further ado, we will jump right in. We spent a lot of time together at pro ProCon talking about this topic. And I think one of the the reasons that it became, you know, so relevant and such a point of interest from a lot of our our j partners is across the j movement, leaders are looking for new ways to strengthen financial sustainability. You know, you all are trying to keep your mission, your access across the agency. We find that organizations leading the way aren't just adding programs or increasing their prices. They're really learning to use technology and data to understand what is the demand, how do I measure my success, and how do I make smarter decisions on ultimately where to grow. And so whether you oversee strategy, operations, or a specific program area, this conversation is designed to help you see how data can guide smarter and more sustainable growth. Listen. You all are not here to hear about Daxco and to hear probably a whole lot of what I have to say. But if you're like some of the leaders that I speak with across the country, you may be asking, what is a Daxco? And so I'm gonna give you a really quick overview of maybe a little bit who Daxco is and and why we're excited to help facilitate this conversation. At Daxco, we've been working supporting nonprofit community based organizations for a little over twenty five years, but, specifically, we've been partnered with JCCs for right over twenty, going on twenty one years. We actually onboarded our very first JCC in Rochester in 2004 and have really been fortunate enough to grow in our partnership with, as you can see from this information, through 2025, working with about half of the j's across The US. We've gone through a lot of evolution within the last two years with new leadership, new way of thinking about how we better support the j market specifically, acknowledging some of the key differences between JCCs across the country and other nonprofit community based organizations. And so that's positioned us to be able to have more intentional conversations like this one. Last year alone, a really quick snapshot here, we reached a point where we were very close to right at 50% of the j's across The US that we partnered with. And as you can imagine, there's quite a lot of data there with the number of members, the volume of donations, the check ins, and revenue that we're seeing run through our operational software, and then a quick snapshot of some of our partners that we work with across The US. In terms of what Daxco is, our platform is really meant to be, soup to nuts, everything that a j, needs to operate their organization. And while we we know every j is a little bit different, we we certainly can't, every time, handle everything our partners are are doing. We have technology partners to come in and support that. A lot of the j's that we work with are seeing a lot of value in going from many different systems with data in many different places to more of a single source of truth, whether that's checking your members and looking at your growth metrics, you know, taking a a better assessment of how you're presenting yourself online, the information from that, supporting your childcare, your camp, your sports leagues, your program registration, managing your facility access and security to why we're here, how all of that flows into meaningful data and insights that you can do something with. So, hopefully, that's helpful. If you've not heard of Daxco before, now you have. But most importantly, why we have, all of you here is, again, not about Daxco, it's about all of the amazing attendees we have. So I wanna very quickly introduce, our three panelists today. We are fortunate enough to be joined by Deb Kodeski. Deb is our is the chief engagement officer at the Marlene Meyerson JCC in Manhattan. Deb unites a marketing membership and engagement strategy to really create seamless and data informed member experiences. We also have Stephanie Chauss, who is the chief executive officer at the Minnesota Jay. One thing that's really, really insightful for from Stephanie's perspective today is, she guided a successful merger of two JCCs and continues to use data as a, you know, on the heels of that to align staff strategy and meet the needs of her community. Last, certainly not least, we have Constance Miller, who is Daxco's data and trends expert. Constance is a research and market intelligence vet who has worked with nonprofits and nonprofit data for over twenty three years. She's helped hundreds of nonprofits leverage data to set goals, make decisions, and understand growth drivers across their community. Together, we're gonna take a look at where Jays are finding new revenue in familiar places, how data is guiding smarter decisions, and how organizations are redefining value in ways to build trust, engagement, and financial strength. So with that, gonna set the stage a little bit around finding revenue in in new places here. And I'll jump, straight into, apologies. I think I got my my slides a little bit out of order. Here we go. Our our topics. And so, again, finding revenue in new places, letting data lead the way, and rethinking that value exchange. I wanna start first with finding finding revenue in new places. And so, you know, let's start with where j's are actually finding these new opportunities for revenue growth. Every j is balancing multiple revenue streams, whether that's membership, child care, camp, you know, event rentals, adult programs, the list goes on and on. The ones leading the way are really asking what's already working for me today, and where else can I grow? And so I'm I'm gonna start, Deb, with you. Your j serves one of the most diverse urban communities in the country in Manhattan, and your programs span really every stage and walk of life. Where have you discovered new opportunities to generate or expand revenue, and what role has data played in that process for your j? So many answers to this question, but hello everyone. I'm very glad to be here. And I want to just give a five second rewind on my role here as one that is new to the JCC in that it encompasses marketing and technology and membership. And I joined in 2022 coming out of COVID when JCC here was really in need of coming into a moment of regrowth. And as you can imagine, Manhattan was, as many places were, pretty devastated by pandemic behaviors and a lot of people left the city. And so my role is really focused on understanding the data, understanding our technology, and identifying ways to bring people back into the building. I'll also just mention because I feel like I'll I'll story tell a bit of this in the other examples I'll give. I did not come from the community center, the Jewish world, or the nonprofit space. I spent my twenty five plus career in media, marketing, entertainment, and publishing. So I think a lot about digital opportunities. And so marrying that with the needs of a physical, audience, was really exciting, and that is why I decided to, make this pivot. And hope that that gives a little bit of context to how I approach finding new revenue streams. The biggest impact and the most, kind of fresh fruit on the trees that I was able to identify is that our website really acted as a container for programs, and those programs were powered by our previous system before we moved to Dapsco. And once that program expired, that content just went away. And so it was a big initiative of mine to really enhance our web experience to be one that was much more discoverable by a broader audience. We were very fortunate that this JCC had a large and repetitive population coming back day after day, but the pandemic just changed that dramatically. And so in order to make ourselves known to people who maybe didn't know where we were, what we do, and how to find us, I initiated an enormous search engine optimization project. And that meant creating content that could live on our websites to describe all the great program experiences we have available, program camp, all ages and stages, fill a donation, how to donate, you know, all the things because we do a lot of them, and to not have it expire at a certain time. So I came from a world where Google search and external sources of traffic were much greater than what we could do when we're talking to our own audiences. So this Jay was very good at managing our email lists and putting up signage and and experiencing communication to those that were known, and it was my objective to grow our unknown audience and bring them in. And we had great success. Again, I started in 2022, so we had a baseline set of metrics of how many people could get to our website and sign up for things through our website. And in 2024, I did a look back after this huge technical and editorial project to optimize the website, and we saw three huge statistics. One was that we had 80% more total website users comparing the full year of '24 to the full year of '22. And I I I don't I don't have the, actual numbers, but imagine if it was, you know, a 100,000 users to the website. We now had a 180,000 users coming to our website. Massive. So that was our total volume, which we're very proud of. And, but that only means something if they're satisfied once they they get to our website. And so I also am super excited to share that we had 90% of that audience returned through search. So it meant that we didn't have to hit them through email or by catching them when they walk in the door. They were actually searching for things and able to find us again through Google and end up coming to our website to transact on whatever it is they were looking for. So that was enormous. And the other stat that I'll throw out is that it was my one of my main goals was to identify new audiences. And we saw 75% new audiences coming from Google search to our website to experience what we have to offer. So all that to say that we can't just rely on the amazing programs and how that manifests. We also have to kind of create a scenario that people can have context for year round, and engage with them in ways that will get them coming back. Yeah. Deb, that's amazing. I think we talk a lot, at Daxco here in, like, analogies. We love the analogies of, like, a house and a digital house. And for us, it's like your center and its digital presence. Your website is that digital front door. And when people walk through it, it gives a representation of, like, wow. Do I wanna stay? Right? Or not and then, obviously, they come in and see your beautiful Jay. They they definitely wanna stay, but that's that's an incredible story. Thank you for having that data and, like, giving that comparison. Super, super helpful. Stephanie, I I wanna ask you, you know, as you look at the future of the Minnesota Jay, where do you see the most potential for new but also expanded revenue opportunity on what some of the the things your Jay's offering, already today. Well, first, thanks for having me. I could listen to Deb all day, and so I might I might yield my time. But I I wanna just talk about the importance of data and how it can fuel new opportunities. First and foremost, when you can quickly get information, you then have an opportunity to do use your time elsewhere. I'll give the example of we in our our when we utilizing Daxco's swim registration, what took our aquatic structure using our previous platform days and days and days, It she took in the registrations, and it took, like, she would say eight minutes to every eight hours she spent previously. And what that says to me is a great user experience. Glad to know that people are signing up for swim lessons. That number also increased. But more importantly, we hired our aquatics director to make sure kids have the opportunity to learn life saving skills, not to manage the administrative work of clunkiness and registration. So one of the ways to explore new opportunities is utilize systems to get you there faster so that your leaders can do what you want. Then also this, like, concept of having immediate real life data, the minute and I'm gonna stay on swim lessons now just because it's easy. But the minute a swim lesson fills up or if it fills up within the first thirty minutes or thirty hours or whatever your timing convention is, it says to us, add another class, not wait till next session, not wait until. Our growth opportunity is in real time now. And, for all of the the you know, with due respect to all our, QuadEx leaders, it's not, I know, that easy because you gotta have pool space and all of that. But the reality is if another class didn't get one registration, do we make a data driven decision very quickly? And so I think about that as, these are small wins. When I think about exploring new opportunities, having data to go to our partners and talk to our funders, talk when we talk to our leading agencies in the Jewish community to be able to talk about what our foot traffic is yesterday. I'm not coming in and saying, well, in 2025, on April 13, we had this many people. This is me. You know, I would have the wherewithal to do it the same day, but I'm not quite that good. But yesterday, I just want you to know how many people experienced our programs, experienced the mission happening. Those are kinds of things that build credibility. They build brand, and they build opportunity. Being able to talk not only to our partners, but our funders about who we are as a business. And also, by the way, our vendors, when we're signing on a new vendor for them to understand that buying Kleenex from them means that we've got 40,000 mission touch points in a month. So just to level set on which price range they will give us. So anything with numbers strengthens your case. And then, you know, I I can can wanna sort of mention this real time visibility piece. It it is it should be how we think about innovation. Innovation is a big word, and some people are doing it great. And others, you know, when you have a CEO or a board that needs you to take calculated risks, you can't make a case for a calculated risk without data. You also shouldn't go you know, you should dream big and throw anything on the board. But I'm fortunate to have a team of innovators, and we could come up with 50 ideas in fifty minutes. The way then to say what's up first is by back backing the idea with data and having the why. And so I think there are lots of ways to think about it as it relates to growth. There are many more than I've mentioned, but it's not just saying, well, last year, we had this many kids at camp, and now we have 20% more growth. That's important, and we need to know that. But what are the other data points that people should be considering building our cases on? Can I, add something to that? Because I could also listen to, you all. day. If you don't mind, I know we're we're limited on time, but I also want to acknowledge that, our old platform was so bespoke that it had very specific users and people who knew how to find and manipulate the data. And I'm so grateful that, you know, one of the reasons we chose to move forward with Daxco is that it helped democratize that so that our programmers have that real time visibility and don't have to wait for a report to be generated by a very specific person at a very specific time. And there's just tremendous value in that as well. Thanks, Deb. Stephanie, I think you should coin the term. I I, like, took a note and quoted real time growth opportunity. That's, Mhmm. like, awesome. Because what what you said is so true. And I think so often, working with leaders across the markets we do, they are making really critical decisions for their organization with data that may be six, eight, twelve months old. And at that point, things in the community have evolved to where you may be headed in the wrong direction already. Mhmm. So, yeah, that's that's so critical. And in-depth, thank you for adding, like, the accessibility then of that real time growth opportunity becomes even more critical. Constance, I'm gonna you now. You obviously work closely with dozens of j's and have access to broad datasets across that market. What trends are you seeing and how j's are identifying new or revenue opportunities similar to Stephanie's question, but maybe a little more scaled across a few more markets? Yeah. I absolutely love the way that Stephanie and Deb have talked about growth, as you just mentioned, specific to their j's, and we're seeing that that is feeding into a larger trend when we aggregate the data. So if we think about the different stories, in one location or one city versus another, there's a lot that is similar. And then we are seeing some differences in terms of the revenue streams and where different j's are seeing results. I can I work with, you mentioned, multiple different kinds of nonprofit? I love the j data story I'm about to speak to. And I believe for those of you who may have been at ProCon, you may have heard me say this. In the best way, it's it's so foundational and exciting and also boring, and that is a incredible compliment. Over the years of of working and answering the question that you just asked, Cody, sometimes we see outliers or or some inconsistencies. And when we see a trend line and which is essentially up into the right in a couple areas, and I'll give you some some specific numbers to that, it means that we have some really good foundations in place. And so I was able to pull in advance of this webinar in the last three years of aggregate data for all of the Jays that we work with. And what we're really seeing is that the number of, unique people so, you know, however you refer to that, members, participants, I know that we've got a lot of different kinds of outreach, with Jays is going up, and the number of households is going up but at different rates. And so what we're really seeing that's kind of common across all Jays is that we're getting deeper engagement in households. So sometimes this can mean this can look a couple different ways. That can just mean that I've seen two scenarios. One is that we've just got, you know, more more youth engaged with with families. And the other one is rather than, let's say, if I'm part of a a household with multiple adults in it, more adults are are engaging in either having registrations or check ins. So one of the things we don't see that in every nonprofit growth story, where, yes, just to put some numbers to this, the difference is we're seeing a a 7% overall growth in in household served or family served, however large that family is, from one to many. But we're seeing a more than 12% growth in those same households, of people. So we've got we've got a a higher percentage of engagement, and just that really means, like, deeper connection, within, those communities, and families that that we are serving. From revenue streams, particularly, I love the number I'm about to throw out. Over the last, three years, there has been 20% overall increase in membership. So if you're talking about trends, that is the biggest number I'm gonna give you from a revenue perspective. There's growth everywhere. We're seeing program fees go up at this is a good rate. I'm about to tell you. So 5%, but compared to 25 26%, that is just we've all seen those lovely hockey stick graphs. That is a wonderful growth story. And then one of the things that is very unique to the J Market and across, like, other community centers that I have the privilege to work with is that everything I just said. So we've got increase in households, even deeper increase in the number served in communities, And that that 26% increase in membership is hand in hand with something I haven't seen often, which is a 28% increase in subsidies or scholarships or discounts, however you can figure that at your j, that is unique. That is actually, that's that's increasing accessibility while you are increasing revenue in double digits. It's a wonderful growth story. So in terms of, like, the literal strategic programs in place, you know, to make that happen, I I always love hearing those those examples that leaders like Deb and Stephanie give to that. But bottom line, just to leave you with those, and, I promise that no one has to write those down. We actually have it on a later slide for you to take with you. So if you heard them and you wanna hear them again, but, deeper penetration within the the units or the, again, households, that we're serving. And while revenue is growing up, that accessibility, that ability to, like, you know, discount access or or or subsidize access is also going up at the same rate, which is just like a beautiful story of service and mission. And so, yeah, that's there's many more to dig into. I've got a whole long sheet here I'm happy to share, but those are really exciting trends as it relates to Jace. Awesome. Thanks, Constance. We'll we'll move team into our next topic here, letting data guide the way. You've heard a lot of what we're gonna discuss sort of, you know, maybe previewed throughout the q and a we we just went through in the first section, section, but we've called this out. It's one thing to collect the data, often across, you know, maybe multiple systems. It's another to actually use it, to be able to report on it, to be able to, you know, segment and categorize it in a meaningful way. What we're seeing the most resilient j's do is use technology to see what's working, spot risks early on, and empower their teams to act quickly. I think, Stephanie, you you hit on this. And so, you you may say, well, Cody, I kinda already answered your question. But my question is for you first, and it's like, you know, many j's are working toward connecting their systems. At ProCon, I heard this regularly where, you know, I was at I was at tables with groups of marketing leaders specifically, and they were talking about, you know, their their teams and administrators and how much effort they put into exporting data, connecting it, perhaps, you know, putting it into a data lake and then visualization on it. Right? A lot so much work can go into this. So be able to collect that more seamlessly. You know, as you specifically think about, again, the future at your j, what are some of the ways that you see technology, allowing your team to make faster and more informed decisions? I I think, yes, we've touched a little bit on it. I would look at it in three ways. Creating a single clear view of our organization in whether we're, you know, talking about it, doing it, etcetera. But one mission, one voice will guide JCCs to be top in in their game, I would say. There's the using data to make the decisions faster and then empowering staff with the right tools. I would say what Deb said earlier, it's not somebody having to find data and then give it to somebody else or someone, you know, the our sports director is not waiting for the person who can run the report. You everybody should take a moment and go into the Daxco system if you have access to it. If you don't, ask Cody how to get into it and see the number of reports. I mean, I could spend days clicking on every one of them and learning more information. So which means when somebody makes a recommendation, for example, to me, I can say, well, wait. That's a great recommendation, but if we thought about this, we're live on the screen. We click a report, and we get the data that in in kind of in the old ways was, why don't you go back and research this and have so and so run you this report and tell you what it means and make sure finance and blah blah blah. And everybody has to get involved versus we're sitting in the meeting. We're making the decision because we have access to the facts in front of us. And I think that that is an incredible way to make sure that we are keeping up with the needs of our community, adapting as quickly as we can. And then that one voice piece is really important. There were a lot of times where I could be saying we serve we had 40,000 mission touch points in a month, and our you know, anybody else in the organization was saying, we had 36,000 to the same audience or whatever because but their report was legit, and my report was legit. And now we have a source of truth. And so it also we are in the process of adopting. We we use scorecards, and we'll use a dashboard where everyone our top 50 leaders in the organization will have access to the same thing. So when I talk about kind of one mission, one voice, I also say one team, one mission. And so it it makes it clear that these are the single drivers to make sure that our JCC is here for generations to for and beyond. So the door by door is how we operate. So use it. And it also I, you know, I love everything about everything we do. If I made every decision based on emotion, we would be going backwards, not forward, or we would be doing something from for one member or the book club who's really loud about what they need. Well, that's 12 out of 5,000, you know, whatever. And so it's it actually gives leaders a place to lean on and and use as important as it is. It's amazing. And, Stephanie, you you kinda teed this up, and I I failed to point it out at the beginning. These screenshots, for those of you, you know, attending, seeing us on the webinar, this is just an example of some of the, the dashboards and analytics that, you know, are coming out of DAXCO operations that Stephanie alluded to. So feel free. Like, you can screenshot this and zoom in. I know it's tough to see detail on a webinar. And I'm sure, you know, not everyone on this call is a a Daxco customer. So these are some things that perhaps you could identify or work with your current partner to better understand and and help you visualize, you know, the goal being to enable your team to act quickly rather than, you know, putting the onus on them to to form and put all of this together. Deb, I'm gonna come to you now. You know, you hinted at this in the very first question, but you lead both marketing and membership at your j, which means you're constantly balancing, you know, storytelling with these analytics. What data do you most rely on to make decisions about programs, how you're communicating, and how you all are delivering on, but also improving on your member experience? Sure. And, I'm really excited because in mid December, we celebrated our anniversary of DaxCo. So there's something to be said for having a whole year's worth of information, to discover our own trends and to start the forward looking view for growth year over year and changes and trends year over year, not just season to season. So we're still a little bit in our infancy in using the current tools to do that, that type of you know, analysis. I'm also, somewhat new to owning the membership experience. But, you know, to Stephanie's point, the tools are giving me the data to support how to evolve connecting all of those dots. So sorry. That sounds like a really vague way of answering the question, because we're we're kind of in the middle of it right now. We are absolutely leveraging the type of dashboards that exist and the reporting and trying to think about what is what do we wanna be looking at daily, weekly, monthly, and quarterly? And these tools do make it easy to do that. But we're a little bit new in kind of transitioning that the quote, unquote, old way of looking at things and making sure that we have, you know, where we wanna compare apples to apples, we can compare them, but we're also happy to throw out some apples and add some oranges. And I'm grateful to have this sort of centralized purview so that I can be thinking about, what what we can learn from the marketing side of things that is driving membership conversion. And, you know, much like Stephanie described around that swim, program, like identifying where there are opportunities to either open something up or close something down, same thing with membership. We've seen a huge opportunity to open up our community membership, for example. That membership can mean so much more than facility access or the gym or the pool. We're gonna be looking to use data to drive that learning and that decision making from now and for the foreseeable future. That's all I. got. Thank you, Deb. Constance, I I will go to you now. You know, having access to data is one thing. Think we're hearing a lot from Deb and and Stephanie around. They clearly know what to do with it. That's a whole other thing. They can be very intimidating, I think, for folks that haven't had nearly the breadth of experience. What practices have you seen separate the j's that use their data effectively from those that really struggle to take action on the data that they're getting? Yeah. Well, not surprisingly, part of the answer is in what you've heard Deb speak to, which is this concept of benchmarking is one of the first major inputs to what's working. So always knowing the truth. We even wanna know we even wanna know news we don't wanna see sometimes. Right? But what we have to do is understand what we're comparing things to. So, there's a saying, and I've worked in data a long time, and the saying has not changed, which is that it's kind of meaningless unless you know compared to what. So she just mentioned having a year of data. Once you're able to not only capture data and know what you're looking at, right, like, I I always wanna know counts of people and counts of revenue in some way. And but I also want to know what that's compared to in terms of time. How did we do how do we do on a given Monday? That's another good way to benchmark is not just annually, but how do we do what does our weekly trend look like? What does our monthly trends look like? Our quarterly trends? These are all obvious things. But if I were starting over and wanting, to become really good at what you just asked about, I would start benchmarking. And in order to start benchmarking, it's the answer to the second part answer to your question is simply understanding how things are calculated. If you do nothing else but you agree on, hey. This is my data source, whatever partner you're working with, whatever that is, and I understand how it's calculated, this is really important, and it can it can take less time than you think. It's you know, what's it what does it include in that count? What does it not include? Kind of filters. If you think about it, what's filtered in, what's filtered out. And then what what's the quick math on that? Meaning, are we are we doing any kind of subtraction or addition to that number before we agree that's the number and then freezing it and holding it in time so that you can do those comparisons. If I started nowhere else, I would start in those two places, and then you can really grow from there. Because one of the best ways to to be able to speak to you how how, you know, Stephanie and Deb have is that from there, if if you understand those two things, you can start being really honest with your measurable progress, and then it drives the right conversations. Right? We're we have proactive ones instead of how did we do in the past. We have a how are we doing now ones that are really honest. And then that helps you have better strategic conversations about what we should do next. So that that's that's a really fun thing to talk about. And, yeah, that that is if I were to start right now, it would it would just really be making sure that the right people in your org agreed on on those two things and then just kept going and looked at it every day. That's great. Thank you, Constance. Everyone, we're we're gonna skip a little bit just to make sure we prioritize time for our q and a. It's like maybe we should all just start a podcast on this. Right? That would be all the time we would need. We just put it out, listen to whatever you want to. Obviously, we've had some amazing conversation. I I mentioned, you know, Daxco's mission to really continue to double down on our effort to serve the j market. And with with that being said, we just wanna highlight. We are really excited to announce, we're forming a specific customer advisory board in the j market specifically. I think we may have a couple of attendees from that board on this webinar with us. But the the whole intent of this is to listen, learn, and solve together. So we we will be doing, you know, multiple rounds of nominations and having new boards. It's something that we tested out in another market segment last year, and it it just went really, really well. Super beneficial to make sure that we're doing the right things by our our partners. As an outcome of that, I mentioned it to say, I'm sure there will be so much more for us to talk about in a similar fashion, over the course of 2026. All right. So you can scan this QR code for any questions that you may have, or if you'd like to just connect with Daxco to learn more. But with that being said, what I'd love to do is segue to the q and a. And so as a reminder, I see two questions in there. If you've not posted any, you can just click that q and a tab and drop them in. But first, Deb, we have a question from Becky. And Becky's asking if you can give some examples of what content you put on your website. This was asked earlier on when you were talking about, obviously, the increase of traffic return visitors. So I'll turn it over to you. I'm glad that I get to stay on theme with swimming, because I have the best example. Our previous website referred to our amazing aquatics programs, and everything was titled aquatics. And there was some mention of, you know, swim school, swimming, swim class, but it was really couched under, like, we have a beautiful pool. It's incredible, and the view is stunning, and we have really qualified aquatics instructors. And so with a little bit of Google research, we were able to prove and help, you know, bring the team along to say, hey. We wanna move away from shouting about aquatics and really shouting about swimming, swim lessons swim lessons and swim classes on the Upper West Side. And it was the it was such a sticking point for my CEO, especially, and she used she still, three years later, uses this anecdote. She used to search for swim lessons on the Upper West Side, and we wouldn't show up on Google search. And so by creating content on the website that is more descriptive of what we offer and not so for example, we have swim classes for adults and for children ages x to y, and we have adaptive swim lessons for anyone who has, accessibility needs. Just describing all of that all within our 13 story building on the Upper West Side. All of those are context clues so that when somebody is searching for swim lessons on the Upper West Side, Google is more likely to surface our, descriptive language more so than they would bubbling babies or aquatics, lessons, and and that type of language. So we really leaned into what if you put in a search for, you know, movie times, If we if our website doesn't say we offer movies and not like we have a very stoic film program, we offer movies and screenings, and those are the words that people are looking for using Google Google Trends or even just the search results that you see when it recommends, like, are you looking for? Those phrases can help drive your editorial strategy to create content on the website that is what people are actually using in their real language to find you. I hope that helps. fascinating. That's that's one big example that we've done it across the. entire organization. Yeah. Deb, I I I anticipate a lot of LinkedIn messages in your future. Oh, I love, LinkedIn. do do it on. do you do consulting on the side maybe even? No. But I'm happy to I'm happy to chat. Yeah. That's awesome. This other one, and I think I I think Martin's question, it's it's funny. It was, like, a minute before Becky. So, Deb, I think it's it's for you again. Right? Martin's I'd also love have hear Stephanie's answer to it. yeah. Yeah. Go Stephanie, go for it, please. Thank you. Oh, on this one or the one before? Examples of what content, you know, you put on your website. Well, we're in the middle of a conversion, which has allowed us to we we're leaving our current platform to move to Daxco, which has allowed us to just peel that onion. And, boy, it's a big onion. But I think to Deb's point, what consumers need from a JCC is credible, knowledgeable, reliable. And they don't they don't need advertisement. They need how my opinion is, what we're seeing is that people need to know, I can connect for this, and it's easy, and they should be teaching x, y, or z, looking to us. And so how do you go from advertisement to content creation that brings people in and also brings people in like, we don't if someone looks up swimming, we don't need to all of a sudden pop up youth theater. Let them let them get into swimming, and then we'll tell them about youth theater. Because otherwise, you lose, I believe, the authenticity and likely the attention as it goes. Yeah. So that's. how I would. No notes. I think that's true of social media as well, if that's a helpful segue to the other question. The same is very true of our social strategy, moving away from just like sign up, sign up, join, getting butts in seats, but more of the storytelling of what happens here. What are what does our community do? What do they act like? What do they look like? How do they participate? And that type of storytelling is really engagement. And the more you can get somebody engaged, you build that trust and that authenticity, and then they are very likely, to participate in other ways that results in revenue driving opportunities. Thank you both. I I think there there's one or two other questions. I'm I'm trying to be cognizant of time, though, and honor everyone's time that that was kind enough to attend this. So I believe what we can do is have record of those questions, obviously, record of who asked them. And so we can coordinate for anything that's outstanding with Deb, Stephanie after the fact and follow-up in a one to one manner for Hillary. I see you submitted one. Martin, we could we could perhaps expand a little bit more for you. So, we will commit to doing that as a follow-up and action items from this. Last but not least, like, thank you all. Thank you all for everything you do and the communities that you serve. We're, like, selfishly so excited that we get to play a small part in that. And it it was what inspires us to get up and work harder for our partners every single day. Seeing the impacts you make to your community is really, really inspiring. And specifically, Deb and Stephanie, thank you for taking time out of your busy Januaries to prep, Thank go through this live webinar process with us. It's it's really, really amazing to have you take part in something like this. Thank you. you. Alright. Thank you, everyone. Enjoy the rest of your day.