1228: How to Leverage PR's Impact for ABM Results w/ Dara Treseder

WEBVTT 1 00:00:06.280 --> 00:00:10.789 Are you struggling to come up with original content weekend and week out? Start 2 00:00:10.830 --> 00:00:15.470 a podcast, interview your ideal clients, let them talk about what they care 3 00:00:15.509 --> 00:00:21.109 about most and never run out of content ideas again. Learn more at sweetphish 4 00:00:21.190 --> 00:00:30.699 MEDIACOM. You're listening to BB growth, a daily podcast for B TOB leaders. 5 00:00:31.300 --> 00:00:34.780 We've interviewed names you've probably heard before, like Gary vanner truck and Simon 6 00:00:34.859 --> 00:00:39.170 Senek, but you've probably never heard from the majority of our guests. That's 7 00:00:39.250 --> 00:00:43.810 because the bulk of our interviews aren't with professional speakers and authors. Most of 8 00:00:43.890 --> 00:00:48.409 our guests are in the trenches leading sales and marketing teams. They're implementing strategy, 9 00:00:48.490 --> 00:00:53.000 they're experimenting with tactics, they're building the fastest growing BB companies in the 10 00:00:53.039 --> 00:00:56.520 world. My name is James Carberry. I'm the founder of sweet fish media, 11 00:00:56.560 --> 00:00:59.920 a podcast agency for BB brands, and I'm also one of the CO 12 00:01:00.079 --> 00:01:03.120 hosts of this show. When we're not interviewing sales and marketing leaders, you'll 13 00:01:03.159 --> 00:01:07.829 hear stories from behind the scenes of our own business. Will share the ups 14 00:01:07.870 --> 00:01:11.510 and downs of our journey as we attempt to take over the world. Just 15 00:01:11.670 --> 00:01:21.859 getting well, maybe let's get into the show. Welcome back to be tob 16 00:01:22.019 --> 00:01:25.659 growth. I'm Logan lyles with sweet phish media. I'm joined today by Dara 17 00:01:25.739 --> 00:01:29.260 traceeders. She's the Como over at carbon. Darah, what into the show? 18 00:01:29.299 --> 00:01:32.299 How's it going today? It's going great. Thank you so much for 19 00:01:32.459 --> 00:01:36.250 having me. Really excited to be on here with you. Absolutely you and 20 00:01:36.290 --> 00:01:40.530 I recently connected. We had you on another podcast that we produce, building 21 00:01:40.650 --> 00:01:44.890 bridges, with Jamie Miller and the folks over at skybridge associate. It's had 22 00:01:44.890 --> 00:01:48.879 a great panel discussion there. Today we're going to be diving into something that's 23 00:01:48.959 --> 00:01:53.280 near and dear to your heart, talking about abm, but going beyond the 24 00:01:53.480 --> 00:01:57.159 sales and marketing alignment. I think if we did another episode here that just 25 00:01:57.239 --> 00:01:59.439 vaguely said, hey, if you're going to do a BM, you need 26 00:01:59.480 --> 00:02:01.709 to be aligned with sales, people would skip right to the next episode. 27 00:02:01.829 --> 00:02:07.310 You are passionate about the fact that it needs to go a higher level than 28 00:02:07.390 --> 00:02:09.789 that and go broader in the organization. So we're going to be talking about 29 00:02:09.789 --> 00:02:14.590 some some things. They're a marine analogy I know we're going to jump into 30 00:02:14.750 --> 00:02:16.180 that's going to be a little fun. But before we do any of that 31 00:02:16.219 --> 00:02:19.939 or I would love for you to share just a little bit about yourself and 32 00:02:20.060 --> 00:02:23.580 what you in the carbon team er up to these days. Absolutely well, 33 00:02:23.620 --> 00:02:28.139 I am. I'm a proud member of carbon, carbonism and Incredible d printing 34 00:02:28.180 --> 00:02:31.409 company that's finally fulfilling the promise of d printing. For a long time there 35 00:02:31.530 --> 00:02:36.530 was a lot of talk about how three printing would actually go into manufacturing, 36 00:02:36.810 --> 00:02:40.210 and Carbon's V company that's actually making that happen, and so it's a really 37 00:02:40.250 --> 00:02:44.840 exciting time to be in this space. It's an exciting time. I'm a 38 00:02:44.919 --> 00:02:50.080 technologist at heart, so I love seeing how technology can really improve our lives 39 00:02:50.280 --> 00:02:53.759 and help us better protect the planet, and that's sort of what we're doing 40 00:02:53.879 --> 00:02:55.960 here at carbon. And before I was at cm at carbon, I was 41 00:02:57.000 --> 00:03:01.189 Cem, a GE, but GE business innovations and geventures, and before that 42 00:03:01.349 --> 00:03:08.389 led marketing organizations at apple and other companies. Awesome impressive resume already so far 43 00:03:08.509 --> 00:03:13.939 in your career, and you know those technology routes are just evident there, 44 00:03:13.979 --> 00:03:17.580 from GE to Apple. You know different pieces in the technology sector really interesting. 45 00:03:17.659 --> 00:03:23.460 I came from selling office equipment for ten years before joining sweet fish and 46 00:03:23.819 --> 00:03:28.610 there was all this talk about d printing applications in in the office in addition 47 00:03:28.689 --> 00:03:31.650 to manufacturing. So it's really intriguing to see kind of what's new because I've 48 00:03:31.650 --> 00:03:36.169 kind of been out of touch and what's happening there so cool that you guys 49 00:03:36.169 --> 00:03:39.689 are on the leading edge there. So let's dive into our conversation about ABM. 50 00:03:40.210 --> 00:03:44.599 You have come up with a different term that you kind of refer to 51 00:03:44.879 --> 00:03:49.479 your ABM methodology that you guys are employing there at carbon and it's all about 52 00:03:49.879 --> 00:03:55.030 going a level above sales and marketing alignment to drive alignment more broadly with other 53 00:03:55.069 --> 00:04:00.469 key departments within your organization. Right, absolutely, in fact. I actually 54 00:04:00.509 --> 00:04:04.069 call a precision marketing because I think when you know the target accounts, that's 55 00:04:04.069 --> 00:04:08.310 just the start of the journey. It's not just about alignment with sales, 56 00:04:08.349 --> 00:04:12.939 it's about alignment with product, it's about alignment with operations, it's about a 57 00:04:13.139 --> 00:04:18.139 alignment with supply chain. I think in order for us to better serve the 58 00:04:18.379 --> 00:04:23.060 customer, the target based that we're going after, it's going to take a 59 00:04:23.300 --> 00:04:29.810 deep cross functional alignment across us the board, but us to deliver and communicate 60 00:04:29.889 --> 00:04:32.050 with our customers in a way that we're actually going to reach them and, 61 00:04:32.290 --> 00:04:35.930 most importantly, deliver on the promise. Right. It's one thing to go 62 00:04:36.009 --> 00:04:39.360 to a customer and say, Hey, here's what I can do. It's 63 00:04:39.360 --> 00:04:43.040 another thing that you to exceed, and we have kind of a mantra here 64 00:04:43.199 --> 00:04:46.800 carbon meets or beat. We always want to beat but at the very least 65 00:04:46.879 --> 00:04:49.839 meet any expectations we put out into the market. So I think that cross 66 00:04:49.839 --> 00:04:56.310 saunctional alignment is really important and I think that goes even deeper than sales and 67 00:04:56.470 --> 00:04:59.589 marketing. So I really forge to be market as in order to be successful. 68 00:04:59.589 --> 00:05:00.910 I think you got to get out of the bubble of just oh, 69 00:05:00.949 --> 00:05:04.189 it's just about sales and marketing. That's just the start. You have to 70 00:05:04.269 --> 00:05:08.100 start thinking about how we working with product, how we working with operations, 71 00:05:08.180 --> 00:05:12.259 how we working with all of the other different aspects of finance, other different 72 00:05:12.300 --> 00:05:16.819 aspects of the organization, in order to be able to deliver an unparalleled offering 73 00:05:17.220 --> 00:05:21.689 that is going to absolutely help you dominate the market. Yeah, absolutely, 74 00:05:21.730 --> 00:05:25.889 and some of those, as you and I were talking offline, are kind 75 00:05:25.889 --> 00:05:30.889 of Tangental to sales, sales enablement, sales training, and somewhat they might 76 00:05:30.970 --> 00:05:34.370 be close to marketing depends on kind of your organizational structure. COLMS IN PR. 77 00:05:34.410 --> 00:05:36.920 I think we're going to dig into that here in a little bit as 78 00:05:36.959 --> 00:05:42.319 well. But events. You know, how do you create that seamless journey 79 00:05:42.360 --> 00:05:46.360 from digital to in person, which is extremely important with everything going on in 80 00:05:46.439 --> 00:05:49.149 the world today? As you think about it? You know, I was 81 00:05:49.189 --> 00:05:53.629 kind of picking your brain earlier, Dura, and you mentioned to me that 82 00:05:54.029 --> 00:05:57.550 the key to all of this, to driving this alignment, is not just 83 00:05:57.790 --> 00:06:00.470 to realize, okay, it's not just sales. I love how you said 84 00:06:00.470 --> 00:06:02.470 that's that alignment is just the start. Then you've got to go broader. 85 00:06:02.750 --> 00:06:05.860 Now how do you do that? Tell us about kind of what's been key 86 00:06:05.980 --> 00:06:11.139 in your mind as you've gone to these other department heads and try to create 87 00:06:11.259 --> 00:06:17.220 an integrated approach across product operations, finance, sales, COMMS PR from the 88 00:06:17.300 --> 00:06:21.050 marketing team that you lead. So I think the most important thing is setting 89 00:06:21.089 --> 00:06:26.610 a North Star, and I always say marketing is responsible for partnering with the 90 00:06:26.730 --> 00:06:31.050 CEO to get that future vision and painting it right. What is the future 91 00:06:31.089 --> 00:06:34.279 vision of the company? Where are we going? And I think once you 92 00:06:34.360 --> 00:06:40.680 work with the CEO to paint that future vision, then it's a lot easier 93 00:06:41.199 --> 00:06:45.399 to come up with the right positioning. And positioning is so important because it's 94 00:06:45.439 --> 00:06:49.509 not just about its positioning across everything from the product all the way to the 95 00:06:49.589 --> 00:06:54.189 corporate positioning, to how we talked to our employees, to it's thinking about 96 00:06:54.230 --> 00:06:58.310 positioning in a three hundred and sixty degree holistic way. I think once you've 97 00:06:58.350 --> 00:07:02.339 painted that future vision, the positioning is the storytelling, it's the expression of 98 00:07:02.420 --> 00:07:08.019 that vision and when you have those things locked in, dialed in, then 99 00:07:08.100 --> 00:07:13.060 you're much better positioned, pun intended, to be able to work with the 100 00:07:13.300 --> 00:07:18.089 different functions within your organization to March towards that right so it's almost like it's 101 00:07:18.129 --> 00:07:24.089 got to be. Everybody in the company has to be marching towards this, 102 00:07:24.569 --> 00:07:30.160 towards this future state, and I think it's like it's imagining the future, 103 00:07:30.639 --> 00:07:33.519 it's calling it what it's supposed to be, articulating what it's supposed to be 104 00:07:33.600 --> 00:07:40.480 and then pushing all functions of the organization working together to bring that future closer 105 00:07:40.639 --> 00:07:44.629 faster one. I love the Pun that you dropped their Jeremy Wellman on our 106 00:07:44.709 --> 00:07:46.389 team, who is the resonant pun master is going to love that if he's 107 00:07:46.389 --> 00:07:51.629 listening to this sisad yet. Absolutely and number two, what you're saying, 108 00:07:51.670 --> 00:07:56.790 they're reminds me of some of the common things we've talked about on this show 109 00:07:56.870 --> 00:08:00.379 before, from what's kind of become known as the best sales deck ever, 110 00:08:00.579 --> 00:08:03.980 from Zora right painting that picture of the future state. They weren't talking about, 111 00:08:05.180 --> 00:08:07.139 Hey, we can help you take subscription payments. They were talking about 112 00:08:07.139 --> 00:08:11.579 there's a bigger shift in the world, here's the promised land of taking advantage 113 00:08:11.620 --> 00:08:15.930 of this shift, or at least avoiding the pitfalls of being left behind, 114 00:08:16.250 --> 00:08:18.889 and here's how we help you get there. You know, I want a 115 00:08:18.970 --> 00:08:22.490 double click on something real quick. Are you mentioned that relationship with the CEO 116 00:08:22.769 --> 00:08:28.360 and you know you've been in organizations of vastly different sizes, you know, 117 00:08:28.480 --> 00:08:31.879 throughout technology, as we talked about earlier. Any tips for other CMOS in 118 00:08:33.320 --> 00:08:37.879 navigating that relationship with the CEO when it comes to this positioning and overall alignment? 119 00:08:37.960 --> 00:08:41.269 You know, kind of the theme of this conversation is around, you 120 00:08:41.350 --> 00:08:46.870 know, the different organizations, but you mentioned that that crucial relationship between CMO 121 00:08:46.070 --> 00:08:50.029 and CEO. Anything from you know, kind of your current position or anything 122 00:08:50.149 --> 00:08:56.539 historically come going from from that conversation that you think other marketing leaders need to 123 00:08:56.580 --> 00:09:01.059 learn from. It's interesting because there's so many studies that have shown that while 124 00:09:01.100 --> 00:09:03.899 a lot of CEOS have faith in their CFOs and other members of their c 125 00:09:05.059 --> 00:09:09.259 suite, when they asked about their CMOS, they don't necessarily have that faith. 126 00:09:09.500 --> 00:09:13.330 So I think the relationship between the CEO and the CMO is so critical. 127 00:09:13.409 --> 00:09:16.850 It's critical for the company and, of course it's critical for the CMO 128 00:09:16.929 --> 00:09:18.809 in order to be effective. And I would say I think the key thing 129 00:09:20.009 --> 00:09:22.090 is, you know, there's there was something that when I when I first 130 00:09:22.129 --> 00:09:26.360 of all took over a communications functions, I used to always tell my comms 131 00:09:26.360 --> 00:09:28.279 leader, let's never believe our own press release. You know, it's like, 132 00:09:30.039 --> 00:09:31.000 you know, that's kind of like you don't you don't believe your own 133 00:09:31.000 --> 00:09:35.440 press release a little bit, and I think as marketers we have to drink 134 00:09:35.559 --> 00:09:39.230 that our own our own I don't want to say coolates. I'm going to 135 00:09:39.269 --> 00:09:43.830 say, you know, our own healthy fresh half water. But but you 136 00:09:43.909 --> 00:09:46.190 know, I think we need to we need to not try to market to 137 00:09:46.269 --> 00:09:50.789 the CEO but instead lay the facts out and have a real discussion. I 138 00:09:50.909 --> 00:09:56.460 think too many marketers, when they get in discussions with the CEO, instead 139 00:09:56.500 --> 00:10:00.340 of pointing out data that's actually useful and relevant, they're talking about things a 140 00:10:00.419 --> 00:10:03.820 CEO doesn't care about. The CEO could care less about your impressions right. 141 00:10:03.100 --> 00:10:07.210 They want to care about the business results. So I think being able to 142 00:10:07.330 --> 00:10:13.570 take and translate what you're doing into concrete kpis that matter to the CEO, 143 00:10:13.649 --> 00:10:16.009 that matter to the board, and then being able to have that discussion with 144 00:10:16.049 --> 00:10:20.970 the CEO I think establishes you, positions you in a place of credibility so 145 00:10:20.169 --> 00:10:24.440 that you can then start to work on things like the vision and the position. 146 00:10:24.720 --> 00:10:26.240 But if you don't have that trust in place, it's going to be 147 00:10:26.320 --> 00:10:31.240 very difficult for you to engage at the level that you need to engage with 148 00:10:31.320 --> 00:10:35.230 in order for this strategy to be effective. So I think it's really important 149 00:10:35.230 --> 00:10:39.070 to take a data driven approach. It's really important to work to cultivate and 150 00:10:39.389 --> 00:10:43.230 earn that trust of the CEO and the realities. As a CMO, you 151 00:10:43.309 --> 00:10:46.830 know you're in a different position than someone like a CFO. You know, 152 00:10:46.990 --> 00:10:50.460 whereas I think the CEPPO has the trust and has to lose it. As 153 00:10:50.460 --> 00:10:54.580 a CMO, we need to earn the dress. It's kind of an interesting 154 00:10:54.179 --> 00:11:00.220 dynamic because of course it's so much spend on marketing and it's not always they're 155 00:11:00.220 --> 00:11:05.450 not always able to see directly how the spend is translating into business results. 156 00:11:05.809 --> 00:11:09.090 So that's your job, is to tie that and it's I know it's hard, 157 00:11:09.090 --> 00:11:11.850 right, you know it's sometimes it's complicated, but the more we work 158 00:11:13.330 --> 00:11:18.120 to tie the connection between activity to impact, the stronger will be able to 159 00:11:18.200 --> 00:11:22.440 have a good relationship with our CEOS and ultimately be able to be the champion 160 00:11:22.559 --> 00:11:26.600 for our organizations that we need to be and we can be. And so 161 00:11:26.759 --> 00:11:31.360 much that you just unpacked their dre I mean one realizing that you're starting with 162 00:11:31.519 --> 00:11:35.070 the deck stact against you, I mean, according to the content and the 163 00:11:35.149 --> 00:11:39.110 studies that you reference there, you know, meanwhile the CFO saying, Hey, 164 00:11:39.509 --> 00:11:43.830 we cut cost ten percent by because I did this one thing over the 165 00:11:43.870 --> 00:11:48.700 last quarter and boom, there it is right. So there's that realizing kind 166 00:11:48.740 --> 00:11:50.899 of that dynamic in and not, you know, saying what was me but 167 00:11:52.100 --> 00:11:56.419 taking action on it, being data driven, but translating that, not saying 168 00:11:56.659 --> 00:12:00.539 well, we got this many mqls and this many impressions and this social feed 169 00:12:00.620 --> 00:12:03.850 has this many followers, but taking the time to take that data driven approach 170 00:12:05.049 --> 00:12:07.730 and translate it into the things that the CEO cares about. And one thing 171 00:12:07.769 --> 00:12:11.289 I I've seen, even on a small team. You know, our CEO, 172 00:12:11.370 --> 00:12:16.200 James, wants to see you know like three, four or five things 173 00:12:16.559 --> 00:12:18.639 you know, and sometimes we have conversations like well, what about this? 174 00:12:18.840 --> 00:12:22.720 And I hadn't kind of taken the time to go that next level there. 175 00:12:22.759 --> 00:12:28.320 So, whether it's it you're a team of five thousand employees or twenty five 176 00:12:28.480 --> 00:12:31.710 like like ours, I think what you're saying holds true. Hey, everybody 177 00:12:31.909 --> 00:12:37.110 logan with sweet fish here. You probably already know that we think you should 178 00:12:37.110 --> 00:12:39.509 start a podcast if you haven't already. But what if you have and you're 179 00:12:39.509 --> 00:12:45.460 asking these kinds of questions? How much has our podcast impacted revenue this year? 180 00:12:45.899 --> 00:12:50.179 How is our sales team actually leveraging the PODCAST content? 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I want to come back to something 189 00:13:35.350 --> 00:13:41.980 as we were talking about broader alignment throughout the organization between marketing and other key 190 00:13:41.100 --> 00:13:45.700 stakeholders that are going to help you drive your ABM initiatives, what you call 191 00:13:45.820 --> 00:13:48.340 precision marketing, and that's PR and calm. So I want to come back 192 00:13:48.340 --> 00:13:52.500 to that marine analogy that we mentioned at the top of the episode. Tell 193 00:13:52.500 --> 00:13:56.850 us a little bit about how you think PRC and calms, their relationship with 194 00:13:58.049 --> 00:14:03.610 marketing in this ABM approach, can really have the the maximum impact. Yeah, 195 00:14:03.690 --> 00:14:05.809 thank you. I'm you know, this is a topic that I love 196 00:14:05.970 --> 00:14:11.960 talking about because unfortunately feel like PR and comms in some organizations are divorced from 197 00:14:11.320 --> 00:14:16.159 marketing efforts and I think that's actually a strategy for failure. I think it's 198 00:14:16.200 --> 00:14:22.639 important to have PR and communications as one of the tools in the tool kit 199 00:14:22.240 --> 00:14:26.350 of the marketing leader. And the reason for that is because, you know, 200 00:14:26.389 --> 00:14:28.909 I was talking about the fact that my husband is a former marine, 201 00:14:30.029 --> 00:14:33.669 you know US Marine, who served in Rock and Afghanis and and if he's 202 00:14:33.710 --> 00:14:37.350 listening to this, he probably be horrified because I'm sure I'm butchering the analogy, 203 00:14:37.389 --> 00:14:43.379 understanding my very limits and understanding of one of the things that the Marines 204 00:14:43.500 --> 00:14:48.539 do is they go in to make sure that they create an environment that the 205 00:14:48.659 --> 00:14:52.610 other arms of the military can create, an environment that will allow and will 206 00:14:52.649 --> 00:14:56.970 better enable the other arms of the military to be successful. Right, and 207 00:14:58.090 --> 00:15:01.850 I think that's that's a really important role that PR and COMMS can play. 208 00:15:01.289 --> 00:15:05.210 For example, if you've painted this future vision, you said this is who 209 00:15:05.210 --> 00:15:07.960 we are, this is we what who we want to be. It's then 210 00:15:09.080 --> 00:15:13.039 important that you use PR and communications to actually tell the world about that vision. 211 00:15:13.039 --> 00:15:16.440 And I'll give you a very real example from from where I sit. 212 00:15:16.799 --> 00:15:20.399 So I just talked about the fact that we're DPRINTING company that's actually going into 213 00:15:20.429 --> 00:15:24.830 production than into manufacturing. But that's something that's been talked about but hasn't been 214 00:15:24.950 --> 00:15:31.309 demonstrated until we came long and we have some fantastic use cases, whether it's 215 00:15:31.309 --> 00:15:35.820 the adidas for these shoes, or helmets by Radel or bike seats by specialized 216 00:15:35.860 --> 00:15:41.700 of actual products that was d printed that consumers are buying and wearing and using 217 00:15:43.019 --> 00:15:46.860 to whether it's improving head protection with the helmets with Ridel or or helping them 218 00:15:48.340 --> 00:15:52.129 have run faster and better through with the adidas shoes, or a more comfortable 219 00:15:52.169 --> 00:15:58.129 as successful ride with the bike saddles. These are concrete products and we use 220 00:15:58.210 --> 00:16:03.370 a leverage PR and communications to make sure the world knew about those products. 221 00:16:03.610 --> 00:16:07.519 So when we were when we were going to other other companies to say hey, 222 00:16:07.720 --> 00:16:10.799 you can use our technology to make great products, they're like, Oh, 223 00:16:10.879 --> 00:16:14.639 yes, I've heard of this. You know, we created that environment 224 00:16:14.679 --> 00:16:18.110 that allowed us to be more SUC cessful as we took precision marketing to go 225 00:16:18.309 --> 00:16:22.789 after targeted accounts. So I think that that's just a really important thing the 226 00:16:22.990 --> 00:16:29.750 marketers to considers. How are we using PR communications to tell the narrative and 227 00:16:29.909 --> 00:16:33.740 the story that will open the door for us as we begin to engage with 228 00:16:33.820 --> 00:16:37.019 these targeted accounts. Makes it much easier for the sales people. It accelerates 229 00:16:37.379 --> 00:16:42.500 the accelerates the bias journey is simplifies the biers journey and its shortens the sales 230 00:16:42.539 --> 00:16:45.700 cycle. So I think that's a really important to one of your CMO. 231 00:16:45.779 --> 00:16:49.690 You're listening to this and you don't have pur communications right now reporting into you. 232 00:16:51.009 --> 00:16:53.889 You need to think about the conversation with the CEO about how to better 233 00:16:53.970 --> 00:16:59.370 leverage that aspect on that function, which is a tool kid in a cemmost 234 00:16:59.409 --> 00:17:03.960 tool bucks that you need to be able to use to arrive at the business 235 00:17:03.079 --> 00:17:07.559 results and decisions that you're capable of. Yeah, absolutely. I mean I 236 00:17:07.920 --> 00:17:11.359 can see that analogy playing out. I mean that air cover or kind of 237 00:17:11.440 --> 00:17:14.440 that that front wave. You know, as you mentioned before, you know 238 00:17:14.599 --> 00:17:17.710 the Navy, the air force comes in. Even though I live in Colorado 239 00:17:17.710 --> 00:17:21.750 Springs of Stone's throw from the Air Force Academy, I did not come from 240 00:17:21.750 --> 00:17:25.789 a military family. So I'm going to you know much much like you mentioned. 241 00:17:26.029 --> 00:17:30.660 Not Do your husband and everybody listening to this that has more experience there 242 00:17:30.019 --> 00:17:33.740 do a disservice by trying to work out that analogy because I don't know where 243 00:17:33.740 --> 00:17:37.859 I'm going, but I can see it there and I hope he appreciates that 244 00:17:37.940 --> 00:17:41.380 and I think it does. At least paint some mental picture for folks out 245 00:17:41.380 --> 00:17:45.130 there. DART, this has been a great conversation. I love your question 246 00:17:45.329 --> 00:17:49.410 for making other marketing leaders more effective learning from some of the things that you've 247 00:17:49.410 --> 00:17:52.170 encountered so far in your career, some of the things you guys are putting 248 00:17:52.170 --> 00:17:56.089 into practice at carbon. If anybody listening to this would like to stay connected 249 00:17:56.089 --> 00:18:00.920 with you, ask any follow up questions or just be able to engage with 250 00:18:00.039 --> 00:18:03.599 you and continue to learn as you as you do as you continue on your 251 00:18:03.640 --> 00:18:07.400 journey there at carbon, what's the best way for them to reach out and 252 00:18:07.480 --> 00:18:11.319 stay connected with you? Well, to learn more about carbon, please visit 253 00:18:11.359 --> 00:18:17.710 our website, wwwcob dcom, and you can follow me on social media at 254 00:18:18.069 --> 00:18:22.069 Doretrecita, just my first name and lasting dressed. I'm on Instagram, I'm 255 00:18:22.109 --> 00:18:25.710 on Linkedin, I'm on twitter. So if you want to follow me to 256 00:18:25.750 --> 00:18:30.259 learn more about my journey and what's happening at carbon, would love to continue 257 00:18:30.299 --> 00:18:33.420 to stay in touch. Thank you great stuff, Doreth. Thank you so 258 00:18:33.500 --> 00:18:36.539 much for being on the show today. Thank you so much for having me. 259 00:18:36.940 --> 00:18:42.569 I have a wonderful day. I hate it when podcasts incessantly ask their 260 00:18:42.650 --> 00:18:47.089 listeners for reviews, but I get why they do it, because reviews are 261 00:18:47.210 --> 00:18:49.849 enormously helpful when you're trying to grow a podcast audience. So here's what we 262 00:18:49.890 --> 00:18:52.769 decided to do. If you leave a review for me to be growth and 263 00:18:52.849 --> 00:18:57.440 apple podcasts and email me a screenshot of the review to James at Sweet Fish 264 00:18:57.480 --> 00:19:02.319 Mediacom, I'll send you a signed copy of my new book, content based 265 00:19:02.359 --> 00:19:06.000 networking, how to instantly connect with anyone you want to know. We get 266 00:19:06.039 --> 00:19:07.559 a review, you get a free book. We both win.