Transcript
WEBVTT
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Wouldn't it be nice to have several
thought leaders in your industry know and Love
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Your brand? Start a podcast,
invite your industries thought leaders to be guests
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on your show and start reaping the
benefits of having a network full of industry
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influencers? Learn more at sweet phish
MEDIACOM. You're listening to be tob growth,
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a daily podcast for B TOB leaders. We've interviewed names you've probably heard
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before, like Gary Vander truck and
Simon Senek, but you've probably never heard
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from the majority of our guests.
That's because the bulk of our interviews aren't
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with professional speakers and authors. Most
of our guests are in the trenches leading
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sales and marketing teams. They're implementing
strategy, they're experimenting with tactics, they're
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building the fastest growing betb companies in
the world. My name is James Carberry.
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I'm the founder of sweet fish media, a podcast agency for BB brands,
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and I'm also one of the cohosts
of this show. When we're not
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interviewing sales and marketing leaders, you'll
hear stories from behind the scenes of our
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own business. Will share the ups
and downs of our journey as we attend
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to take over the world. Just
getting well? Maybe let's get into the
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show. Welcome back to be tob
growth. I'm Logan lyles with sweet fish
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media. I'm joined today by Mark
Alba. He's the VP of marketing over
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at malware bytes. Mark, how's
it going today, sir? It's going
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great love, than how you doing? I am doing fantastic. The broncos
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of one, two in a row. We actually maybe have a quarterback for
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the future. Will See. Not
as good as your niners, but the
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topic today is not football, although
that's on a lot of people's minds right
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now. We're going to be talking
about really defining this term that you and
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I were talking about offline, a
growth architect and what you call your three
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steps to go to market as you
build a growth organization in the marketing function
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for your organization. So before we
get into the topic today, though,
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Mark, let's give folks a little
bit of context. Give us a little
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bit on your background and what you
in the malware bites team are up to
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these days. Sure thing. Thanks
looking. Yeah, so I'm Mark Albie,
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MVP of marketing at malware bites and
for those of you that note don't
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know, Malur bites is an endpoint
security, cyber security company. We are
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focused on delivering protection and detection technologies
that are protecting companies against malware, ransomware
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and different exploits that target end points
and users. I love it, man,
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so let's jump right in. I
mentioned a term at the top of
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the conversation, growth architect. I
think we should spend a little bit of
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time camping out on that. What
it is and what it isn't it?
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Growth is one of those terms.
I think you asked ten people, you
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get ten different answers. So speak
to this a little bit in how you
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define this term, growth architect,
sure think. Yeah, so growth architect
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as a term. You can probably
think it's a marketing term. What does
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it mean? It means everything and
it means nothing. The reality for for
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me and for the marketing teams that
I have led, and especially in a
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highly volatile industry like cyber security,
your customers are they're literally constantly under attack
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and we as vendors are obviously constantly
under attack as well. The focus on
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growth architect is is having the ability
to work within that type of industry,
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to be able to quickly identify and
assess the particular opportunity that you're trying to
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tackle and then to be able to
develop a framework that includes both a streamline
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set of processes and established metrics that
allow you to work within that industry but
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at the same time or agile enough
to allow for an iterative marketing approach.
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It's not the right approach for all
industries. So you can think of more
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mature industries where there's not as much
volatility and the customer problems are well established.
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This is specifically for those industries where
you're constantly seeing change and you need
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to have marketers that have the finger
on the pulse of where the customers are
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and what their needs are. So
it sounds like one of the key components
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of a growth architect where a growth
team is really this small feedback loop,
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this quick testing, iteration, reassessing, and that piece. It's not growth
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is just another term for marketing in
your mind, right, mark that?
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That's that's exactly right. Growth is
not another word for marketing. I think
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growth is the is the product of
having this framework in place, but it
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definitely is not just, you know, marketing without thinking about that target in
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mind. So let's talk a little
bit about Org structure when you realize,
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okay, we are in a volatile
market or we are, you know,
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a high growth team, another area
where you know this definition of growth in
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your marketing structure will make a lot
of sense. Tell us a little bit
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about how you've built out teams,
how you look at the Org structure when
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you have this growth mindset within your
marketing org. Sure. So, first
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thing is any marketing organization, and
I always say there's no excuse for not
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having that this in place, with
the type of marketing MARTEC technology that that's
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out there to facilitate this. But
the first thing is that you need to
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have a salad foundation that's built off
of analytics and that has the ability to
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extract the customer insight that comes from
various digital engagements that customers are already actively
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participating in. And so with that, with that foundation, with that MARTEX
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STAC and the insight and understanding where
your buyers are the personas what their emotional
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needs are, having a defined,
simple process that a allows for, across
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the marketing stream, the handoff of
particular roles and responsibilities and the handoffs,
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most importantly, of the decisions that
allow you to market all the way from
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somebody reading an article on the New
York Times about your company all the way
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down to through the buyer cycle through
to renewal. You know I talked about
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that MARTEX stact. It is so
hugely important that that Martex stact isn't just
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allowing you to execute on sending emails, but what is happening with those emails?
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Who is reading them, how are
they reading them, how much time
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are they spending? This is an
analytics exercise that I'm seeing more and more,
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that type of pedigree within within marketing, but it's hugely important in order
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to be able to execute on it
on a growth architect approach. The final
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thing is, and this is hugely
important when I build out a marketing team,
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is having a product in technical marketing
organization that isn't just responsible for building
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data sheets but owns the business and
it's willing to work within this framework to
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make those adjustments orchestrate across all of
the functions of the organization, which goes
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all the way from engineering product management
to product marketing, to increase the RL
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of all of the activities that are
taking place. Tell me a little bit
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about how you've maybe changed the mindset
of some product marketers because, you know,
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as you kind alluded to, their
you know, responsible for data sheets,
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right, is almost kind of tongue
in cheek. Product marketers think about
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okay, what are the features?
What are the benefits? How do we
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communicate that? How do we put
some design on that? I'm way over
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simplifying what product marketing doesn't. I
hope anyone listening to this doesn't, you
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know, take offense. It's not
what I mean, but just that that
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mindset there is is a good bit
different than that growth mindset that we talked
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about from the beginning, and so
having product marketing fit into this growth organization
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might seem a little bit counterintuitive or
might seem to some folks to say,
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Hey, we're going to have to
have some change management go on here.
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Tell us a little bit about maybe
that. And then I want to get
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into your three steps in really implementing
this within your marketing team. Sure think?
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Sure thinks so. You know,
I always tell a story. My
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background is actually in product management and
I tell people that has probably spent more
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time and product management than I've spent
in product marketing. So I fully understand
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the mindset of a product manager as
a being bring a product to market.
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And back when I was in product
management, and I think back to a
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time when I was developing a cloud
based on point security solution, I had
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a very simplistic view of what was
required. Promotion of a product was simple.
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We are going to have that data
sheet bill and we run digital advertising
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and then everybody's going to want to
buy. Positioning for me was easy,
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as I've already built the product and
of course everybody wants it and surely everybody's
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going to buy my product because they
can see the innovation that I built into
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it. And so, as I
think about a product marketer, I think
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the first thing for them is to
be able to work with a product manager
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to understand the basics of their product, the use case, why they developed
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it, how they developed it,
the differentiation. It's somebody, a product
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marketer, who is curious, who
is willing to jump into the specific technology,
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the differentiation to tease out that innovation
and then from there being able to
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take that and translate that into the
collateral, the assets, the positioning that
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specifically targeting what we call the ideal
customer profile, that prospect where, nine
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times out of ten, when we
have a conversation with them about our innovation,
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they're going to say, Aha,
that makes sense, yeah, that
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makes sense. Not to be too
on the nose there, but awesome.
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So, mark, as I alluded
to a second ago, we're going to
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be talking about, you know,
three steps really implement this. The first
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is begin with the end in mind, which I think a lot of people
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understand. But, as you and
I were talking a little bit offline,
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they might start there, but then
they don't keep the end in mind as
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they build out, you know,
their nurture sequences and and other campaigns and,
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as you mentioned, different assets that
teas out the right things about their
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product and and the benefit. So
tell us a little bit about how you
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look at beginning with the end in
mind when it comes to a growth mindset.
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Your marketing organ right, right,
and so you know, I firmly
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believe that that a growth architect in
marketing. They start by building demand by,
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as you put it, you know, beginning at the end, but
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understanding the emotional impact of what the
customer is experiencing at the time when they
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may want to open up a conversation, in this case with malwor bytes.
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And so what I mean by that
is understanding the triggers. I don't call
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them pain points, I call them
triggers because a pain point is something that
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may you know exist with a particular
prospect, something that they know exists.
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A trigger is a visual reaction that
they have because something has gotten so bad
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or something has gotten so good that
they need a solution to be able to
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capture the opportunity. An example of
this, specifically in security is a massive
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attack happens of a request to be
compliance, the realizing that they have a
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skills shortage within the organization. And
so what's important, you kind of alluded
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to this is a lot of companies
think about pain points. I think unfortunately,
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in a lot of marketing organizations pain
points becomes part of a checkbox.
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Have you solved for the for the
pain points? But what's really important at
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when we think about beginning at the
end, is you start there with that
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pain point and you need to be
able to map it back to the collateral,
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the discussions, the advertising, all
the way up to when I have
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a discussion with the New York Times. That message at that level needs to
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speak to the trigger, the pain
points and the conversation that eventually my sellers
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are going to have with that particular
prospect. Imagine it a spreadsheet filled with
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rows and rows of your sales enablement
assets. You've devoted two years organizing this
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masterpiece, only for it to stop
making sense. This was Chad tribuccoes reality.
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As the head of sales enablement at
glint, a linkedin company, he's
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responsible for instilling confidence in his sales
reps and arming them with the information they
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need to do their jobs. However, when his glorious spreadsheet became too complex,
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he realized he needed a new system. That's when Chad turned to guru.
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With Guru, the knowledge you need
to do your job finds you.
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Between Guru's Web interface, slack integration, mobile APP and browser extension, teams
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can easily search for verified knowledge without
leaving their workflow. No more siload or
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00:12:43.029 --> 00:12:46.419
staled information. Guru acts as your
single source of truth. For Chad,
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this meant glent sales reps were left
feeling more confident doing their jobs. See
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00:12:52.620 --> 00:12:58.809
why leading companies like glint, shopify, spotify and more are using guru for
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their knowledge management needs. Visit BB
growth dot get gurucom to start your thirty
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00:13:05.769 --> 00:13:13.440
day free trial and discover how knowledge
management can empower your revenue teams. You
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allude to something there. That's actually
step two in the process. there.
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Mark that, that handoff, that
handshake, you know, whatever analogy you
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want to use, from marketing to
sales. And let's say that you've done
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a great job. you pain points
have not just been this check box.
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Okay, we've thought about the customer
pain points and we built that into our
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messaging, but it is, throughout
the process, one of the worst things
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that can happen as a marketing organization, as you have this phenomenal nurture sequence
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you're building, you know, an
inbound engine. It gets to sales and
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the handshake is completely broken. It
is not seamless at all. Right,
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that's right. And you know,
at a prior company this this manifest itself
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in US listening to, you know, recordings of phone calls where they're clearly
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was an asset in front of the
prospect that they had read the conversation with
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the sales force was completely out of
left field. And the way I put
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it is that prospect that that that
potential customer should have been offended that they
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had that phone call because they weren't
talking to that emotional trigger and so for
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me, in order for a growth
architect marketing organization to work, you need
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to be able to seamlessly nurture.
So you have those assets in place that
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are speaking to that trigger at the
different level of the conversation, whether it's
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awareness all the way down to decision. But you need to have the system
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in place that facilitates that conversation,
whether it's digital nurture, where you're going
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to obviously get a higher margin,
a higher rate of return, all the
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way to a higher cost but oftentimes
more effective salesperson. So, tactically speaking,
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what we do to be able to
facilitate this is within our sales tools,
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the call script speaks to that nurture
chain all the way from the top
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down to the bottom, that the
information that's coming in from that digital system
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that we put into place in forms
the salesperson on what they need to speak
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to, and then spending time with
sales to help them facilitate that nurture chain
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from where they pick it up from
the digital nurture chain, and example of
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that is giving them the tools not
only the close the deal but to understand
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and recognize when a customers are potential
customers, trigger points they're not there yet.
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They understand that they have a problem, but they need to go back
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to thought leadership and you can seemlessly
move that customer back to that right solutions
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page where they can talk about thought
leadership, conversely, being able to move
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them down to the decision phase as
quickly as possible. For me it's you
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know, we deal with a lot
of buyers and inside sales buyers that have
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very quick conversations. You need as
a growth architect and marketing, you need
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to be able to build that that
conversation, both through being able to sit
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down with somebody as a field seller
and having a longer conversation and then consultative
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sale, but that has to boil
down to that three minute conversation as well,
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specifically for that inside sales rep I've
got two questions for you there.
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You know, sales and marketing alignment
is, as been, a hot topic
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all year long and probably longer than
that, and oftentimes in recent episodes here
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on the podcast. Mark Two things. One, have you experience where this
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stepping in and owning of those call
scripts or influencing of those call scripts,
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you get some pushback from sales and
any thoughts on how to navigate that and
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to within that, any any thoughts
on influencing training sales folks to be able
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to recognize? Okay, where are
they in the journey? Do I need
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to go back up to thought leadership? Do I need to push for a
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decision? Do I need to provide
social proof? There are a lot of
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nuances there. I know you'd probably
not going to offer any silver bullet and
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if you do I'm going to tell
you it's not a silver bullet. But
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speaking to that, you know relationship
with sales in influencing the call script and
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those first sales touch points, as
well as, you know, some coaching
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on Best Practices, as you mentioned, in identifying where the customer is so
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that you are using those emotional triggers
that you've built a new marketing campaigns effectively
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in the sales process as well.
Right, right, and I actually think
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that those two are very inner related
in how you solve for them. Just
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a little bit of background. So
I have had the opportunity within Maor Bites,
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we have a fantastic inside sales and
outside sales force I have the opportunity
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reportant to achieve revenue officer. So
we truly had a sales and marketing combined
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organization, and what I've discovered is
we can build. So going back to
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I'm going to take your second question
first, because I think it ties back
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to the triggers. Each trigger has
a way of being identified by a customer
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in their own unique way, and
the trick there is being able to understand
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what are those words, what are
those feelings that are going to come out
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that a seller needs to be able
to recognize and to be able to very
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quickly pivot that person from one direction
or another. And so what we've literally
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done, and this is very tactical
in nature, is when we identify a
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trigger, we create a set of
ten words and if you hear this particular
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word, you know that that person
is ready to buy. If you hear
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this particular word, you need to
move that person back up to nurture so
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that there's always an answer, specifically
when you talk about an inside sales rep
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when they're on the phone with a
prospect, allowing them to move them through
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that digital or through that nurture journey
and effectively what that does for them is
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it allows it to them to be
a consultative seller. They're not in it
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for the close of the deal.
They're in it to help that person move
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across the nurture a journey. Going
back to your first question, and I
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do think that they're tied together,
is that initially we did get pushed back
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on our on our call scripts a
seller, and I'll be the first one
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to admit I'm probably a pretty bad
telephone salesperson. It's a very unique skill
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set and, you know, the
pushback that we got from them was this
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isn't going to resonate. These words
are going to resonate. What we did
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was very simple, and this is
very exciting, is that, as we
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built out this growth marketing approach,
when we get to the sellers, we
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sat down with them and we trained
and enabled them specifically on these types of
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call blitzes around specific triggers. We
sit down with the with the sellers as
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they sell. We're on the phone
with them listening and and understanding what words
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resonate and what words don't resonate.
And this goes back to, you know,
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actually my third point. You know, it's being able to very quickly
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on the fly, measure and adjust, work with sales make sure that the
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message is being tweaked as they're having
those conversations. I love it. I
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feel like the game entirely changed for
us when we started using chorus dot ai
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to record our sales calls, transcribe
them, be able to search for keywords,
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look at the volume of keywords,
those sorts of things actually just looking
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at that, that base of knowledge
since we started use in chorus towards the
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beginning of this year, and look
at things that were surprising, you know,
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the the amount of times potential customers
say a certain word versus what your
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perception might be anything else. Tactically
their mark on you know, coming up
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with those keywords, because I think
you drop something really, really good.
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I suggest folks hit that thirty or
sixty two back button here to go over
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what you said identifying keywords. So
you've got kind of this little word cluster
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right that's kind of associated with where
they might be in their buyer journey.
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Coming up with those, can you
speak to a little bit? Did that
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come from these sitting in on sales
calls or anything else that you did to
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come up with those? Because I
think that strategies is makes a lot of
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sense to kind of boil it down
and simplify this process a bit. For
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sellers. Yeah, and so this
goes back to what we're discussing before,
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which is that foundation, that that
that foundation on research. And one of
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the things that we've done, which
has been very effective, as we've identified
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those triggers. We're identifying those triggers
based off of research, where identifying those
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triggers based off of what I call
the ivory tower approach of what we think
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a customer needs. One of the
things that we've done, which is very
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effective, as part of our campaigns, as we start with a survey.
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So we take those triggers, we
go out to our se so as we
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go out to our VP's of security
and have that conversation with them to validate
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that that in fact is the trigger, that's the emotional response that is compelling
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them to move in one direction or
another. Without that foundation, without that
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that level of confirmation, we would
lack the confidence to be able to go
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into those discussions. But the most
important part of it, and this goes
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back to kind of measuring, is
you can do that survey, but there's
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going to be a broader audience,
there's going to be as the sellers have
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these conversations, they're going to be
pushing the envelope into other areas of the
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market where we might not have identified
a trigger or an opportunity. So that's
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the key of having a marketing organization
that's able to adjust together with sales.
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Yeah, I love it, man. So, you know, we've talked
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about this definition of a growth architect. Yeah, the fact that growth is
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not just another word for marketing.
It is, you know, this specific
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approach of a tight feedback loop,
which we kind of rounded out the conversation
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there. You know, in your
three steps to implementing a growth architect role
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or you know, a growth organization
within your marketing team, begin with the
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end of mine. Look at seamless
nurturing, not only throughout your campaigns,
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but in that handoff and in those
first few steps with sales, and I
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love the tactical advice you mentioned there, and creating these word clusters of keywords
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based on surveys and research, because
you began with the end in mind by
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surveying customers. Right. It's all
kind of tying together and then enabling sellers
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to be able to identify those keywords, tie those two points in the buyer
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journey to make different steps, different
kind of if then statements if you're looking
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at it as a coder or looking
at it as branches in a float chart,
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on lucid chart or whatever the case
might be. And then, you
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know, measure, assess, adjust, which you know ties back to that
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definition of a growth architect that we
talked about at the top mark. This
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has been a great conversation. I
love the tactical advice you're given to other
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marketers and sales teams out there.
If anybody listening to this would like to
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stay connected go a little bit deeper
on this topic and ask the followup questions,
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anything like that, what's the best
way for them to reach out?
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Yeah, absolutely. So they can
reach out to me at a mark at
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Mark Albacom if they want to email
me, and of course, on Linkedin
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at Mark Alba and I also encourage
people to take a look at the Maur
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by its website, where you can
see a lot of how we're actually doing
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this from a digital standpoint and see
the ties in from thought leadership all the
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way down to the information on our
products. I love it. Man,
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thank you so much for being a
guest on the show. This is a
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fun conversation. Absolutely thank you leaving. We totally get it. We publish
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00:24:02.309 --> 00:24:04.750
a ton of content on this podcast
and it can be a lot to keep
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00:24:04.789 --> 00:24:08.829
up with. That's why we've started
the BTB growth big three, a no
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