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Great marketing starts with understanding how people actually think. Marketing strategist MichaelAaron Flicker breaks down the behavioral science principles behind some of the world’s most effective campaigns – and how small business owners and marketers can apply them in practical, everyday ways to help their messaging stick, resonate, and convert.
The Behavioral Science Playbook: Why Your Brand’s Weaknesses Might Be Your Greatest Marketing Assets
All marketing and advertising seems to follow the same advice: lead with your strengths, hide your weaknesses, and polish everything until it shines. It sounds logical. It’s also, according to decades of behavioral science research, not always the best strategy.
I recently had a conversation with MichaelAaron Flicker on the Agents of Change podcast that might challenge your assumptions about what makes marketing effective. MichaelAaron is the CEO of XenoPsi Ventures, co-author of Hacking the Human Mind (written with previous Agents of Change guest Richard Shotton), and someone who has spent years studying the gap between what we think works in marketing and what the science says actually works.
What’s interesting is how applicable these behavioral science principles are for small and mid-sized businesses. These aren’t tactics that require a massive budget. They require a shift in thinking.
The Pratfall Effect: Why Showing a Flaw Makes You More Likable
Let’s start with one of my favorite concepts from our conversation: the Pratfall Effect.
It goes back to a 1966 study by Harvard psychologist Elliot Aronson. He recorded someone taking a quiz and getting 92% of the answers right. At the end, the person accidentally spilled water on himself. Aronson showed the video to two groups. One saw the whole thing, spill included. The other saw the same video with the spill edited out.
The group that saw the blunder rated the person 45% more likable.
That’s not a rounding error. That’s a massive difference in perception, and it happens because small, genuine flaws make us seem more human and relatable.
Guinness used this brilliantly. In the late 1990s, they were dealing with slowing sales and needed a fresh campaign. Instead of hiding the fact that their stout takes longer to pour than other drinks (something every Guinness drinker knows), they built their entire campaign around it: “Good things come to those who wait.”
As MichaelAaron pointed out, the genius is in the “mirror strength.” They didn’t just acknowledge the wait. They reframed it as a signal of quality. The flaw became the selling point.
You see this pattern in other iconic campaigns too. Avis famously said, “We’re number two, so we try harder.” Listerine went with, “The taste you hate twice a day.” In each case, a brand took something that could be seen as a negative and turned it into a reason to trust them.
How to Use the Pratfall Effect in Your Business
So how does this translate if you’re running a local restaurant, a professional services firm, or an e-commerce brand? MichaelAaron’s advice: step outside your own love for your business and look at the experience from your customer’s perspective.
What do your customers already know is a minor inconvenience about working with you? Maybe your handmade products take longer to ship. Maybe your onboarding process has a few extra steps. Maybe your pricing is higher than the competition.
Instead of glossing over those things, own them. Then connect each one to the strength behind it. Longer shipping? That’s because every product is made to order. More involved onboarding? That’s how you deliver customized results. Higher prices? You get what you pay for.
As MichaelAaron put it, “It’s not a bug, it’s a feature.” The key is honesty paired with a genuine mirror strength.
Concrete Language Beats Abstract Language (By a Lot)
The second principle that stood out was the power of concrete language, and the example MichaelAaron used was one most of us remember: Steve Jobs holding up the first iPod and saying, “A thousand songs in your pocket.”
Jobs wasn’t the first to market with an MP3 player. Other companies were out there talking about kilobytes, dual-stream audio, and technical specs. Apple skipped all of that and gave people something they could picture.
The research behind this comes from a 1972 study by Ian Begg at the University of Western Ontario. He read participants a series of two-word phrases. Some were concrete (“white horse,” “rusty engine”), and some were abstract (“impossible amount,” “subtle fault”). When asked to recall them, participants remembered concrete phrases at four times the rate of abstract ones: 36% vs. 9%.
Four times more memorable simply because the listener could form a mental image.
Think about the copy on your website or in your next email campaign. Are you telling people to “experience luxury” or “imagine freedom”? Those phrases sound nice, but they don’t create a picture. They don’t stick. Compare that to M&M’s “melts in your mouth, not in your hand” or Maxwell House’s “good to the last drop.” You can see those. You can feel them.
When you sit down to write your next sales page, service description, or tagline, ask yourself: can my audience draw this in their mind? If the answer is no, get more specific.
One Word Can Change Everything
This was probably the most surprising finding from our conversation. MichaelAaron shared the story of how “Patagonian Toothfish” became “Chilean Sea Bass,” and how that single renaming led to a 30-fold increase in consumption in America during the 1990s. Same fish. Different name. Completely different outcome.
The science behind this comes from psychologist Elizabeth Loftus, who showed participants a video of a car crash in 1974. She then asked how fast the car was going, but varied one word in the question. When she used “contacted,” people estimated 31.8 mph. When she used “smashed,” they estimated 40.5 mph. A 27% difference triggered by a single word.
For marketers, the lesson is clear: the specific words you choose matter far more than most of us realize. Not just the overall message, but the individual words. “Handcrafted” hits differently than “homemade.” “Investment” feels different from “cost.” When you’re reviewing your marketing copy, pay close attention to the verbs and descriptors. They’re doing more heavy lifting than you might think.
Rhyme, Sound, and the Shortcuts Your Brain Takes
Two more concepts from our conversation are worth noting because they’re so practical.
First, the Keats heuristic. Research by Matthew McGlone found that phrases that rhyme are rated 17% more believable than their non-rhyming equivalents. “Woes unite foes” was rated more credible than “woes unite enemies,” even though they mean the same thing. Our brains process rhyming phrases more easily, and that fluency gets misinterpreted as truthfulness.
Second, sound symbolism. MichaelAaron used this principle when naming his own brand, Wellow (a premium bamboo compression sock company). The name uses soft consonants and long vowels to evoke comfort and softness before a customer ever touches the product. Research going back to 1929 shows that certain sounds feel “round” and welcoming, while others feel sharp and angular. Think about brand names you trust: Google, Oreo, Wellow. They all share that soft, approachable quality.
If you’re naming a product, a service, or even writing a headline, it’s worth considering how it sounds, not just what it means. A two-syllable name with the right consonant-vowel balance can do marketing work before a single ad dollar is spent.
Putting Behavioral Science to Work
The thread running through all of these principles is the same: effective marketing works with human nature, not against it. You don’t need a billion-dollar budget to apply these ideas. You need the willingness to look at your brand honestly, choose your words carefully, and trust the science.
Here are a few things you can do this week:
Identify one “flaw” in your customer experience and reframe it as a strength on your website or in your next piece of content. Audit your homepage copy for abstract language and replace at least three phrases with concrete, picture-worthy alternatives. Read your tagline or key marketing message out loud. Does it rhyme? Does it flow? Does it sound like your brand?
These are small changes, but behavioral science tells us they can make an outsized difference. And that’s the kind of marketing advantage that doesn’t require a bigger budget, just a better understanding of how people think.
Transcript from MichaelAaron Flicker’s episode
Rich: My next guest is an American entrepreneur who builds companies powered by behavioral science. He started his first company at just 14 years old. He is the founder and CEO of XenoPsi Ventures, a brand incubator firm that owns, operates, and invests in over a dozen companies.
As a regular partner to CEOs and their executive team, he applies behavioral science – one of my favorite things – to unlock brand value and accelerate growth. He’s also a regular contributor to Fast Company and other leading industry publications.
He’s the founder of the Consumer Behavior Lab initiative dedicated to advancing the marketing industry through evidence-based insights. Named one of NJBIZ’s “40 Under 40”, his companies have been recognized for four consecutive years on the Inc. 5,000 list of America’s fastest growing private businesses.
Today we’re going to be diving into the behavioral triggers that some of the world’s biggest brands use and how you can use them too, with Michael Aaron Flicker. MichaelAaron, welcome to the podcast.
MichaelAaron: Rich, thanks so much for having me. Excited to be with you.
Rich: So you co-wrote the book, Hacking the Human Mind, with two-time Agents of Change podcast guest Richard Shotton. I am curious, how did you two connect, and how did you decide to write a book together?
MichaelAaron: So I first learned about behavioral science maybe about 15 years ago, and I was working on I was working with a pharmaceutical company trying to convince people to take their heart medication more regularly. Something you think would be so easy, Rich, but actually turned out to be much trickier.
And so I’ve been a fan of behavioral science and an enthusiast for a long time. Richard and I met about five years ago when he was teaching a class about the Four A’s about behavioral science. You know, great marketing for the class, tons of excitement on my side to go to the class. And there was only like five people in the classroom.
And so Richard and I struck up an amazing relationship. We decided to start a podcast together, and then we wrote the book. So we’ve had a really great relationship ever since we met, him as an instructor and me as an eager student.
Rich: Excellent. Now your work together and by yourself. Looks at how some of the world’s biggest brands use behavioral science to influence decisions. What can the rest of us mere mortal, small and medium sized business owners and marketers, learn from it?
MichaelAaron: Well, you know, two things occurred to Richard and I that made us want to approach studying behavioral science this way and teaching it this way. The first was, there’s so much great work in the world, and sometimes you hear great strategists just talk about the insight they had, or an amazing creative person deliver a line that just evokes emotion.
But as you say, for mere mortals, that is like trying to hit a home run in a major league baseball park. It can happen, but you really can’t count on it. Behavioral science gives us a playbook that will be more likely that your work’s going to be more effective to have more confidence. When you turn to these insights about human nature, you’re much more likely to work with human nature rather than against it. So we believe that studying behavioral science and leveraging behavioral science can make all of our work more effective.
And as to why we looked at these big brands, they are running thousands of experiments. They’ve got lots of money in market to test and learn, and we should steal those ideas. We should use those insights that they have and apply them to our businesses and our marketplaces. And I think that’s really where a lot of the art comes in, the art and science of doing great marketing. You could see why it worked for one brand, but applying it correctly to your business and your marketing needs is really where I think a lot of us as marketing enthusiasts get activated and where there’s a lot of opportunity.
So actually in the book, we end each chapter after we go through a brand and we understand what the academics are behind why it was effective, we end with here are three things you can use in your business today to turn these lessons into action. And that’s been really well received. Because it’s one thing to hear about big brands with billions of dollars, it’s another thing to learn about the academics behind it. But then thinking, okay, how do I turn this practically into use is really, I think, where we get a lot of good feedback and a lot of excitement.
Rich: Yeah, absolutely. So you would suggest a few different elements from the book that we could take a look at. And the first one is the pratfall effect. And you used Guinness, which great product right off the bat, especially if you’re right there in the factory. So let’s start with the pratfall effect. Can you share with us what it is, and how has Guinness used it effectively?
MichaelAaron: Absolutely. As you set it up, it’s sometimes hard to remember the name of the bias, the academic study behind the bias. So we always tie it to a brand that’s got some famous working market. It helps you remember it.
So it’s the late 1990s, Guinness is feeling a slowdown in their sales. And they go out for an agency review, and they’re looking for the next big creative idea that’s going to power the brand. And one of the agencies that submits for the pitch is AMV, and they come up with this insight that what’s unique about ordering a Guinness at a bar. Everybody’s at the bar. Everybody makes their order. You get cocktails, you get wine. I get a Guinness, with the universal experience of Guinness drinkers are they’re waiting longer for their drink to show up because everybody else gets their drinks and their stout is still settling. The head is coming down, and then the bartender pulls a little bit more Guinness into the glass. And so brilliantly they came up with the campaign – “good things come to those who wait”.
They are making a focus on the insight that when you order a Guinness, it could take a little bit more time. That’s going to mean it’s got more quality, it’s got more flavor. And. They that came from some really interesting behavioral science research.
The study that really brings us to life most clearly comes from 1966. Harvard psychologist Elliot Aronson runs a very simple study. He records someone taking a live quiz, but he gives them all the answers. So the person that’s taking the quiz is answering the questions, and he’s getting this right. He’s getting that right. He gets 92% of the questions right. And then as he finishes, he by mistake, spills a little water on himself. And Aaronson takes that exact video and he shows it to two different groups of people.
Group one sees the entire video of the 92% quiz getting done exactly right, including the spill of water on himself. And the other group sees the same exact video, but he cuts it before the spill occurs. And the question that he asked the group is, how likable, how relatable is this person answering the quiz?
The group that saw the blunder was rated the contestant as 45% more likable. Now that’s not rational. It’s just human nature that when you see a small blunder, you see a small flaw. It creates an endearment with that person, and the study shows that that’s true. Guinness takes this and brilliantly applies it. But this is not the first time a brand has revealed a small flaw in order to become more relatable and more likable.
Avis very famously in 1962 said, we’re number two, so we’ve got to try harder. Or Listerine used a campaign nationwide, “The taste you hate. Twice a day”, implying it must be so effective because it tastes so bad. So revealing these little blunders, these little flaws, is part of what great marketers do to become a little bit more likable, to disarm the buyer a little bit and break through the clutter.
And the real A-plus, the cherry on top, is when you can do this trick but reveal a mirrored strength. So the reason that “good things come to those who wait” is so killer, is because it doesn’t just say, yeah, you’re waiting longer for a beer. It’s telling you that you’re getting a higher quality product with it. So that’s the teaching behind why showing a small flaw can make you more relatable to your buyers.
Rich: Years ago, I remember talking to a keynote speaker who’s been on the show before, Marcus Sheridan, and we were actually watching another presenter on stage who had all these photos of him with presidents and talking about how awesome he was.
And Marcus turned to me and he’s like, this guy doesn’t seem to know what he’s doing. He’s already on stage. He’s already elevated above us. Half of the audience, at least all the men dislike him because he is where he is and we are where we. And when I saw Marcus speak, Marcus is very self-effacing and he always kind of makes self-effacing jokes, which to your point, is basically the pratfall effect right there. So great examples.
What are some of the ways you might recommend that a smaller brand, a smaller business might take advantage of the pratfall?
MichaelAaron: So you want to think about the customer’s experience of your brand separate from your love of your business.
So let’s pretend you have a small restaurant. You might call out that we have a little bit longer wait times, but that’s because we have all home cooked food or we don’t use any preservatives. So you want to think about, rather than saying we’re the best Mexican restaurant on this side of town, or we have the freshest ingredients, people will hear that and they may believe you. But you could be more endeared to them if you acknowledge something that is an obvious flaw, an obvious problem, and then show them the mirror strength of that.
So I think what we’ve seen is sometimes for smaller businesses or for smaller marketing teams, they can only see their love and passion for the brand. And sometimes taking one big step out of the business and saying, well what is everybody who’s working with you obviously sense. That helps create the opportunity for you to really show a flaw but make it into a mirror.
Rich: Yeah, no, I really like that. And I think that we all have issues in our company that are either just requirements or perhaps the way that we approach things that could be seen as a negative. And I think by owning that mistake, it’s a great way of showing that it’s also a strength as well. Or at least maybe showing it as a strength.
So another topic that you raised was the optimal newness and concreteness with Apple. So, you talk in the book about how to balance newness with familiarity and making ideas more concrete. I’m a little curious about what that means exactly, and how has Apple capitalized on this?
MichaelAaron: So let’s start with the brand story, because that’s hopefully something all the listeners will remember. Then we’ll take it to the science.
You may have watched it live or you may have seen a photo of it, but you can imagine Steve Jobs up on stage in his black t-shirt, and out of his pocket he pulls the world’s first iPod. And when he holds it up on stage, he says, “Imagine, a thousand songs in your pocket.” In that moment, he was not the first MP3 player. In fact, there was lots of other MP3 players that had lots of market success, 512 thousand kilobytes, this type of dual stream audio, lots of tech specs.
But what Jobs and the marketing team at Apple realized right away was, there’s something about being concrete about the value of what you’re talking about that can beat out being abstract.
So let, let me tell you the science behind this and then show how it worked at Apple. Ian Bag is a professor at the University of Western Ontario. It’s 1972, and he recruits a group of students, and he simply reads them a group of two-word phrases. Some of the phrases are ‘impossible amount’, ‘rusty engine’. Others are like ‘white horse’ or ‘subtle fault’. So he has 20 of these phrases. He reads them all out, and the challenge at the end of the twenty 2-word phrases is, how many can you remember and write down? The finding was that the average study participants could recall 23% of the terms. Okay, about one in five.
But what was striking, was that just 9% of the terms that could be remembered were abstract phrases, things like ‘impossible amount’ or ‘subtle fault’, but 36% were concrete phrases like ‘white horse’ or ‘rusty engine’ or ‘square door’. A four-fold increase in memory recall, if you can picture it in your mind.
So when we talk about concrete phrases versus abstract phrases, we’re talking about, can you actually envision what we’re talking about as a picture in your head? And this is being done beautifully by Steve Jobs and Apple when he says, “Imagine a thousand songs in your pocket.”
But lots of brands do this. M&M says, “melts in your mouth, not in your hand”. Skittles says, “taste the rainbow”. Maxwell House, “good to the last drop”. Lots of brands make sure that you can envision what it is they’re saying. But so many marketers miss on this. They say, imagine luxury. Experience freedom. These phrases don’t actually mean anything to the person that’s hearing them. And because they’re abstract, because they’re trying to evoke an emotion, they’re very hard to hold onto. They’re very hard to remember. And they’re less effective.
Rich: That is interesting. And it reminds me of the book, Made to Stick, where they talked about different campaigns and why they work. And also, I think that’s the reason why every fatty food is always compared to a Big Mac. You know, this is like half as dangerous, three times as fatty, whatever it is, to a Big Mac.
So let’s say I’m sitting down to update some copy on my sales page or service page from my website. What are some of the things that I should keep in mind as I’m rewriting this page so that it will be more effective using this optimal newness and concreteness?
MichaelAaron: So we want to teach folks that as they’re trying to convey the benefits of their product, that they should be thinking about how they can get that to stick in the mind of the person that’s reading it and to fourfold increase in effectiveness, fourfold increase in recall, if you can put it in terms that they can picture.
So we want to come up with copy, we want to come up with taglines that people can draw in their minds. And when we do that, it’ll be more memorable. So when you’re writing copy rather than reverting to list of industry speak of things that you think only qualified buyers will understand, think about what the most concrete way to describe the benefit is. And even with all of the technical benefits or anything else we could say more likely than not, that one concrete example you give people is the thing they’re going to return back to and remember most.
Rich: Makes sense. Now you talk in the book about language framing. And I’m not sure what the corporation is that you had in mind there, but there is some research about how small changes in wording can completely shift the perception. So can you give us an example of how that might work?
MichaelAaron: So this is probably one of my favorite, and in some ways funniest examples from all the work in writing the book. It starts with the fish industry. And then I’ll tell you a little bit about the study behind it.
But it’s the 1970s and there’s a fish importer who’s found this amazing new fish he wants to bring to the American market. And Lee Lance starts taking this fish and bringing it to American restaurants. And he’s like, it’s got the perfect amount of firmness, but flakiness. It’s sweet, but not too sweet. He knows it’s perfect for the American palate, but restaurant after restaurant he goes to, and nobody will take it in.
And then he says to himself, you know what, maybe the problem is not the product. It’s not the fish itself. Maybe the problem is the name of the fish, Patagonian Tooth Fish. It does not sound like a very appetizing name to put on menus. So he comes up with a new name. He rebrands it, Chilean Sea Bass. And in the 1990s alone, he has a 30-fold increase in consumption in America of Chilean Sea Bass, the same fish he was trying in the seventies and eighties to push to push.
And this rebranding, this one word that makes a difference, has a shocking number of examples in the fish space. Dolphin fish, it conjures up for American listeners everybody’s favorite dolphin Flipper. Rebranded ‘mahi’, and it sounds great in tacos. Mudbug linguini sounds pretty terrible to eat. Rename it ‘crawfish linguini’, and all of a sudden everybody’s open to it.
So as marketers, we often take so much time and energy crafting the perfect words and exactly what we want to say. We miss sometimes that even one word can have a huge impact. And the study behind this comes from a psychologist, Elizabeth Loftus, and the study is really super interesting. It’s 1974, and she shows a group of participants a video of a car crash.
And it’s that classic video where you see a car, hurdling, hurdling, hurdling, and then it conducts with another car, and you hear the crash. And so she asks a very simple question, “How fast do you think the car was going?” But here’s the twist in the experiment. Sometimes she says, “How fast do you think the car was going when it contacted the other car?” when it hit, when it bumped, when it smashed the other car? And just changing that one word can change people’s guess of how fast it was going by up to 27%.
When you say how fast was it going when it contacted the car, people guessed 31.8 miles per hour. When you say how fast was the car going when it smashed into the other car, people guess 40.5 miles per hour. A 27% difference just by the way you lead the question. And so it gives us a lot to really think about as marketers.
If we put ourselves in the shoes of our buyer, what is the word they’re going to hang on that gives them that indication of what we’re really saying. And if we are really clear about that, we can be really effective in guiding people to believe things.
Rich: Alright. Now let’s shift gears and talk about a company that you have, a company by the name of Wellow. And this comes down to the idea of rhyme and believability.
And so I’ve heard this before, I’d love to hear how you came up with it, but you’ve applied this idea of rhyme and fluency to your own brand. How did that influence the way that you named it or positioned it in the marketplace?
MichaelAaron: Absolutely. So Wellow is my first move as an entrepreneur from making professional services companies. We own an ad agency, a marketing company, a political consulting company. It was the first time I created my own brand, an apparel brand in the world. And Wellow is a line of premium bamboo compression socks. And we designed the name itself based on learnings from behavioral science.
So the name itself is meant to sound soft and inviting. And the data that it comes from is a lot of studies around this idea of Bulba and Kiki. And the original studies come from 1929 where a psychologist gave two different words. In that case, it was Takiti and Maluma. Regardless of the culture, regardless of the language they spoke, everybody had a near universal tendency to think that Bulba, or in that first one Maluma, was round and welcoming and inviting, and Kiki was spiky and a little bit standoffish.
Researchers speculated back then that the way that your tongue moves and the way that your lips move, actually infers something in your brain about what the product’s going to be. And so we designed Wellow to use soft consonants and long vowels to evoke roundness and comfort of our premium soft bamboo compression socks.
Then we coupled it with a yellow color palette to have this warm gentleness be the brand launch identity. And you see this used all over the place. Zipcar. That zip suggests the speed and efficiency you’re going to get with that. Names like Google or Oreo use round sounds to make them feel more approachable.
So this idea that you can construct brand names, you can construct words that give people an emotional reaction before they recognize it, is well founded in science, and we used it in Wellow to great success. We’re now one of America’s largest premium compression sock companies. And a lot of it we started with, can we convince people that these are going to be more comfortable and softer before they ever even touch a pair? Because we sell only on D2C e-commerce and on Amazon. So how can we get them to believe that before they even get a pair in their hands? The name had a lot to do with it.
Rich: So if we’re sitting down to name a product, a service, or even a headline, what should we be thinking about when it comes to memorability and trust?
MichaelAaron: So when it comes to memorability or and the emotion that your name can evoke, there’s good science and good backing to think about how long your name should be. We generally recommend brand names of two syllables, no more. Or how much of a mix of vowels and consonants based on the type of brand that you want to be in the mind of the buyer.
Now rhyming is a near cousin, but it’s a little bit of a different idea that we really went deep on in the book, and it’s called the keats heuristic. And it’s fascinating because the keats heuristic reveals something about humans that’s not so rational.
So here’s two different lines. “Woes unite foes”, versus its non-rhyming counterpart “Woes unite enemies”. Or “what sobriety conceals, alcohol reveals”, versus “what sobriety conceals, alcohol unmasks”. The simple fact that it’s rhyming increases believability by 17%. The keats heuristic was a set of studies done by Matthew McGloan. He goes to a lot of effort to show in a number of different studies that simply rhyming increases believability. And that’s not rational, but it might make sense.
The easier it is to process, the less brain cycle it takes to understand. Your mind is inclined to believe that it must be more believable. But that is more emotionally based. That’s less rational than it should be. So if you want something to be more believable, you might want to consider finding a way to make it rhyme, and it has a much greater likelihood of being successful.
Rich: Probably reason not to name my company ‘Orange’. I’m just, that’s my big takeaway here. This has been great. The conversation’s been exciting. A lot of great stuff in the book as well.
If people want to learn more about you, MichaelAaron, your companies, or the book, where can we send them online?
MichaelAaron: The podcast that Richard and I run is called, Behavioral Science for Brands. You can find it on Spotify, Apple, or anywhere you stream your podcast. But the organization that I think most applies to our conversation today is called, The Consumer Behavior Lab. And as you might guess, Rich, it’s www.theconsumerbehaviorlab.com. And there you can learn about the book, you can learn about the podcast, and you can learn about all the ways we work with brands to help them make their marketing more effective.
Rich: Awesome. We’ll have links to all of those in the show notes, so be sure you check it out. MichaelAaron, an absolute pleasure. Thank you so much.
MichaelAaron: Thanks for having me, Rich.
Show Notes:
MichaelAaron Flicker and his team at XenoPsi Ventures focus on building and scaling brands using behavioral science. As founder of the Consumer Behavior Lab and co-author of Hacking the Human Mind, he helps businesses apply evidence-based insights to improve marketing effectiveness and drive growth. Head to his website to learn more and follow his work for practical, research-backed marketing strategies.
Rich Brooks is the President of flyte new media, a web design & digital marketing agency in Portland, Maine, and founder of the Agents of Change. He’s passionate about helping small businesses grow online and has put his nearly 30 years of experience into the book, The Lead Machine: The Small Business Guide to Digital Marketing.