Transcript
WEBVTT
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look, it's You're not just merging two
things you're emerging, you're bringing
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people together, right? And there's a
lot of trepidation, and there's
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trepidation on both sides. Welcome back
to the C X series here on B two b
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growth. My name is Ethan Butte. I host
the C X Series. I host the customer
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experience podcast, and I'm co author
of Re Humanize Your Business. How
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Personal Videos Accelerate Sales and
Improve Customer Experience. Now you're
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in for a treat on this episode in the
series. Isabel Papoulias CMO at Media
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Fly is my guest. She is a great
storyteller. This is a fun conversation
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to listen to, and there are two key
themes. One is how she provided
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leadership as their company made two
acquisitions in about one year's time
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and things that she learned in that
process and the other is marketing. As
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you expand your ideal customer profile
as your go to market motions get more
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complicated, there's a lot to learn and
enjoy in this conversation with Isabel.
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Many companies grow through
acquisitions, great for the business
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but often disruptive to people and
processes. What does the acquisition
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mean for you and your team members What
does it mean for your customers and the
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customers of the acquired company? And
specifically, how does marketing
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survive rounds of acquisitions? Our
guest today brings three specific
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insights to help us with this challenge
and opportunity she brings to the
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conversation more than 20 years
building global iconic brands like
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MasterCard Worldwide, Crate and Barrel,
Johnson and Johnson carry Gold, Kohler,
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Ikeya and more with legendary agencies
like McCann Erickson, Um Worldwide and
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Omnicom Media Group. She currently
serves as CMO at Media Fly, a platform
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that helps sales and marketing teams
create a modern selling experience that
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values the buyer and drives business
growth. She also speaks four languages
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French, Greek, Spanish and the language
will be speaking today. English Isabel
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Papoulias. Welcome to the customer
experience. Podcast High. Then thank
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you for having me. Yeah, I'm really
excited for the conversation. I can't
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wait to hear just kind of, in your own
words, that story of multiple
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acquisitions in a in a very tight
period of time, but just kind of get
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warmed up. You built a career in New
York City and then transitioned to
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Chicago several years back. Walk that
out for me. I'm very familiar with
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Chicago. I love it. I've only visited
New York a couple of times. Do a little
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compare and contrast, like what's
similar about them. What's different?
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House Chicago Going for you? I get that
question all the time. Uh, love Chicago.
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I used to love New York while I was
there, was there for two decades. It
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was amazing. I built my career there
and then I will come one morning and I
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was bored. And, you know, people are
still surprised today when I say that
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they they say, Well, you can't How can
you be born in New York? I'm like you
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can because, you know, 22 years is a
long time to live there. And yes,
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something is reinvent themselves. But
at the same time, it's kind of the same
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thing. Like you walked every block, you
know? Yes, maybe it's a different
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restaurant, but it's kind of variation
on the last one, and I actually was
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looking to lingual country for a couple
of years. I was looking maybe to go to
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London. I'm from Europe. I thought I'd
be close with my family, and I also
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love Mexico City, so it was actively
interviewing there and, uh, low and
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behold. Essentially two jobs found me
from Chicago on the same week through
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LinkedIn, right to companies. And I
took that as a sign from the universe,
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and I came to interview I I fell in
love with Chicago instantly, and here I
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am. And it's, you know, it's like a
smaller version of New York. It's it's
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a big city. I see them as sister cities.
So I think you know a lot of great art,
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great food, great career opportunities,
A lot cheaper to live here. I'm
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promoting Chicago right now, so, uh,
it's been it's exceeded my expectations.
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Actually, this is home. This is home
for a long time. Yeah, that's my
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impression, too, is that it has a lot
of the same qualities and benefits of
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New York. And you already mentioned a
couple of them. And, of course, truly
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international population, etcetera,
etcetera, but a lot more manageable,
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just a little bit easier to get around
more affordable et cetera. And so it
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comes with some trade offs. But I love
I love Chicago. All right, so customer
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experience is about when I say that
what does it mean to you?
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So for me, it means the light. You know,
it means customer delight. And that's a
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That's a term I heard from a new
business coach a long time ago in my my
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ad agency days that I stuck to. And at
the end of the day, what that means is,
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how do you make your customer feel? And
what I mean by that is really how do
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you make them feel from the very
beginning of their interaction with
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your brand two way later, when the body
become a customer, right? So it's
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really about the selling experience,
which is also the business that media
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flies in right and everything is
selling. I mean, you're starting to
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sell way before your sales reps getting
gauge, right? You're already selling
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indirectly when they're on your website
looking for information, right? So at
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every touch point when you're on your
website, they're consuming content.
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What experience are you providing their
when they engage with the cells Rap.
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What experience are you providing their
one on one? You know, in those in those
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live engagements when you're following
up with content, you know when you're
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selling them something How interactive,
How animated is that content, right? Is
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it flat and boring, or is it highly
engaging when they become a customer?
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What training and onboarding experience
that you're providing and then even
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beyond that? You know what experiential
fun stuff are you doing right? I was
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invited to a shoe design events by a
company recently, and I was a little
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skeptical going into it. But it was
actually amazing, and it was virtual.
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So it's just consistent, Delightful,
you know, engagement with your brand at
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every touch point and are there
consistent. So bring consistency. She
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was important. And I find that
especially for those of us who, you
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know, run marketing teams in the text
face startups a lot of emphasis on
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hyper growth all the time and
generating demand. And I find this that
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we often neglect the brand as a result.
And so that's something that I
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constantly try to remind myself of. And
and and it's a you know, I was in a
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conference once, and there was a
speaker talking about the customer
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experience, and he started by saying,
Start with the premise that everybody
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hates your product. It's a lot of
extreme, but I like it and really, what
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I what I tell myself and what I tell
you know the teams internally, often a
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media fly is started with the premise
that in the customers or the prospects
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perception of our product is the same
as everybody else is. So how are you
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really going to differentiate? You are
going to differentiate on the
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experience, right? So that's That's my
That's my thought on. That is how do
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you delight them at every point of
engagement you check so many of the
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boxes in. You know, I asked this
question to all kinds of marketing
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sales. CS professionals, people in
other types of roles as well and and
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with different depths of expertise in
different industries, and really
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checked all the boxes here, which is
every touch point across the entire
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customer. Lifecycle Pre sales sales
process. Post sale Focus on delight,
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Focus on experience. Focus on how
you're making people feel. Consistency
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is so key because we make these
promises and some of the marketing
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pieces that we provide, which are
touchpoints that build some awareness
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and trust and perhaps affinity. But are
you setting them up for expectations?
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that you can consistently deliver on
check so many boxes really good and
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included a couple stories. Thank you so
much for that. Um, for folks who aren't
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familiar, tell us a little bit about
media Fly like Who is your ideal
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customer and what are what is the
primary problem or some of the problems
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that you solve for them? Sure, so media
flies a sales enablement platform. We
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provide a portfolio of, uh, sells
presentation and content management
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tools to make the selling experience
more engaging and more effective. Right?
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And so we were just talking about
experience. The reason why we're in
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business is because I don't think
anyone can argue with the fact that be
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to be selling whether you're the buyer
or the seller. That experience is
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really poor. It's especially in the
current environment, right? So if your
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rap it's getting harder and harder to
sell and to meet quotas and to close
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those deals, and if you're a buyer, um,
and there's plenty of stats on that
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right, it's the interaction is not
delivering the value you're looking for.
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Most of them don't want to give the
second meeting because they don't feel
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like they got much of the first one.
And most most buyers we know come to
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interact with the seller much later in
the journey, right? I think something
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like 65% of the of the of the journey
at this point is self guided, right? So
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they're they're saying, Yeah, I don't
really value you right And so we
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through our technology and the
different tools will provide whether
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it's a self presentation app, whether
it's a content management system,
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whether it's value selling tools like
Ri or TCO calculators so that wraps can
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really better quantify the value of the
solution. They're they're they're
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providing. We're putting content at the
center, right? And so we're saying at
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the core of making that seller buyer
experience the most effective and
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engaging it can be to ultimately drive
revenue. Obviously, that's what we want
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for our companies. We're saying content
is at the center of that. So whether
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it's you're building a great content
hub on your website, whether it's your
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enabling your raps to use content to
find it more easily to create more
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customized presentations easily to use
like I said Ri, or to see a calculators
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to drive more of a quantitative
conversation, you know, with the value
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or whether it's even a post sale were
saying, Content is at the center and
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and we want to create a conversation
with you. We don't want to show up and
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throw up a linear PowerPoint back right,
which is what still happens a lot today,
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and we we we serve. I mean, we have
clients big and small, and I mean big.
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I mean, you know, Fortune 100 companies
all the way to very small companies and
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everything in between. The reason for
that is because we have again, and we
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have a broad set of tools that can
serve big and large companies. And it's
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not a one size fits all solution. You
know, there's out of the box. But
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there's also plenty of capabilities to
customize our sweet spot, and how we've
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grown is is the what I call the greedy
industries, uh, like CPG and
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manufacturing the industries where
you're not necessarily selling in a
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fancy meaning space or boardroom. Okay,
especially right now, everybody's
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selling from home. But, you know, you
might only have 10 minutes on a factory
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floor, and so you have to make an
impact very, very quickly, and it has
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to be memorable, right, And you have to
prove the value that you can bring to
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the table. And then in a remote selling
environment that today it's even harder,
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right? How do you make that interaction
more engaging when it's, uh, it's a
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ritual. So that's that's in a nutshell,
What we do and who we work with. I love
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it So it sounds like you one of the key
things you're doing is taking that 65%
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of the self guided journey and and
providing a variety of ways for
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companies to fulfill the need in that
65% in a way that brings them probably
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warmer to the point of interaction. And
beyond that, So So, yes, we do that
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through Contin Hubbs, right? And then
we, uh, But we also enable marketing
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teams to enable the cells reps. So
typically what happens is for many
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companies is there are selling in what
we call a traditional way. So there is
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no they're updating content. They're
emailing wraps, you know, or they have
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three or four different. You know, they
might have some things on the server,
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and they might use some disparate
content management systems. And so
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content is all over the place. It's not
updated, and so for reps to actually
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find that content and use it, it's very
hard. And so what happens is they go
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rogue, right? And then you have issues
with brand compliance. I've seen that
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slide deck before. It is not pretty.
Exactly. So we are. We're not just
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we're not just impacting the 65. 65% of
the self self guided part of the
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journey were also impacting very much
the the engagement between the cells
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rap and and the buyer one on one.
Awesome. I was gonna ask you about
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evolved selling, which is a phrase that
that you all used to talk about this
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kind of evolution of sales enablement
that has some more dynamic pieces to it.
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It's interactive, it's and more
engaging in general, but I think you
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really tackled it there in talking
about you know, some of the some of the
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current traditional problems that
require an evolved approach so that you
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don't have reps going rogue and all of
that I hear brand compliance all the
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time is as a really big sticking point
for marketing teams and sales teams in
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general, and it's funny because the
teams kind of put themselves in that
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situation. It's so interesting. Well,
marketing is great at creating a whole
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lot of content. You know, we're not
always so great an understanding how
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that content ultimately is used right
by reps. How it's consumed by prospects
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and, ultimately, how it's impacting the
bottom line and a big part of what we
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do. We actually, actually, surprisingly
I forgot to mention. Is that what we
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call the media flying sites? So it's
the measurement piece right? Which
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enables you do, once you understand how
your prospects are consuming the
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content, how your reps are using it and
you can tie the use of that content
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stage by stage across the journey,
right? Every every part of the journey,
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all the way to go. This is moving me
from this stage to the next stage, and
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these content assets are actually help
me close more deals, right, So as a
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marketer, I'm going to produce more of
those types of assets for myself, right?
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And I'm going to stop spending money on
whole bunch of other stuff that I've
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been creating all along that is not
really working right. And especially in
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this day of age of you know, economic
uncertainty and marketing budgets are
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highly scrutinized, really making sure
your content is working the hardest and
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that you're putting your marketing
dollars on the right content. Creation
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is is key because otherwise you're
wasting money that you really don't
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want to be wasting right now.
Absolutely, I don't want to. I don't
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want to go too deep here, but I'm just
really curious. I would assume that you
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plug into other systems and other
platforms so that as you're kind of
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identifying that people are moving
through these content experiences,
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they're moving through the sales funnel.
And some of that reporting probably
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speaks in and out of other systems.
Absolutely marketing automation,
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platforms and and certainly CRM. CRM is
a big one for me. That's the biggest,
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probably the biggest integration there.
And there's a lot of also AI built in
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in the integration between CRM and uh
and media fly in terms of content
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recommendations again, making it making
it easier for the reps to be have the
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perfect content the figure tips for the
conversation they're about to have, not
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the one size fits. All right, Um, so
yes, integrations across the entire
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tech stock. Awesome. Really Very
helpful, I'm sure. For marketers and
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salespeople of businesses of all sizes.
As you said so, part of the way that
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that media fly has grown is through
acquisitions. So what I'd love to do is
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a here. The story be kind of some of
the most immediate and obvious
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considerations, kind of like what's up
for grabs when you have acquired or
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been acquired and maybe some of the
effect. You know, you don't need to do
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this all in one pass, but I kind of
want to outline Where this goes is like
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talk about it from a customer
perspective, right? Because obviously
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there's some level of alignment.
There's some reason you're making the
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acquisition. But now the marketing
team's approach to the customer and the
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sales team's approach to the customer
potentially especially if you're an
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emerged teams, changes the customer
definition and maybe the total
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addressable market changes. And then
you have three specific things that you
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learned through the process that, um, I
love these tips I've only seen the
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bullet points, so I'm excited to get
into them. But I think they even
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transcend the acquisition piece and I
think are probably helpful to leading
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and managing teams of people and
leading complex processes regardless.
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But, um so let's start with the story.
So you you commit to join the media fly
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team as, um gosh, that's actually
another question I would love to ask
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you Is progress from sales and
marketing? But we'll save that for
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later if we have time. So, um, tell me
about the acquisition process for media
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fly. What was the purpose of it? And
what were some of the immediate
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consequences? Yeah, so we had to
acquisitions in, uh, less than a year.
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You know you mentioned involves selling
earlier, right? So, I mean, I want to
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kind of go back to that for a second,
because that's the backdrop, really for
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the acquisitions, right? We we were
lucky from the very beginning of the
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really the origination of media fly to
way before my time to work with
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companies that were had really embraced
content as the driver to a big digital
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transformation. Right? And so they were
all out in terms of embracing
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sophistication. And and as we looked at
what these companies had in common, we
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also realized that, you know, they were
kind of a very verified few, right? So
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then, for us, the question became, Well,
how do we bring involved selling really
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to the masses? And so that's how we
start to think about acquisitions is
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how do we expand our portfolio of
offerings to make it easier and less
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risky to some extent, to write with a
lower price point for quote unquote the
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masses to have access to really
enterprise level self enablement
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technology. Right? And so the first
acquisition was a Florida based,
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Orlando based company called a Linear,
which build value selling tools like
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the calculations, The calculators I
mentioned earlier, Um, and I believe
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that was in December of what November,
December of 2018, I want to say and
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then about July August of 2019 is when
we acquired I present, which was a UK
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based, self enabling provider, a lot
more similar to two hours. So it was a
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self presentation app and combined with
I can't imagine system, but what they
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had going for them is that they really
were very successful with S and B s. So
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we up to that door in media fly was
seen as kind of a premium niche sales
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enablement platform for the the very
sophisticated enterprise you know, size
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companies that again had embraced.
We're looking for big digital
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transformation, and we again we're
looking to expand our total addressable
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market and because I present had the
SMB side of things. Essentially, you
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put them together and you can do sell
the environment for all which, by the
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way, end up being our campaign around
to announce the I present acquisition.
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Um, so that's that's the That's the you
know, the reason behind it. And then as
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far as you know, the customer and have
that changes in the value proposition,
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you can stop me if I'm going too fast.
This is where it gets tricky, right?
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Because acquisitions are a fantastic
thing. No question, right? You're
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you're if you're doing it for the right
reasons. Hopefully you are you started
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through. It only makes you better at
servicing your customers, right? But it
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can be disruptive in a sense that
you're combining brands. You're
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combining people or you're combining
company values. You know, in our case,
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for example, you know, we we brought in
a Libyan. And so, of course, our value
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prop changed a little bit on our
message. You have to change a little
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bit. And just when you think you've,
like, nailed your new messaging, here
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goes another acquisition. So it's
disruptive from that standpoint. But
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you gotta keep your you have to keep
your eyes on the on the price, right?
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What's the reason why you're doing this?
And you're doing it to, uh, serve your
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customers better and expand your total
addressable market and core revenue in
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the end? And so from, uh, when when I
think about the customers specifically,
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that's been a great story for us
because you know the message to our to
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our customers. And when we have an
acquisition, we need to message all our
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audiences, right? So it's our customer
base. It's our internal. Yes, obviously
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our employees, that's that's very, very
important. And then it's the external
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audiences like prospects and then all
the influences around it, like analysts
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and partners and you know, your channel
and whatnot. But in some ways I want to
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say that the customer, the message to
customers, is the easiest one because
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it's bigger, better, more for you. Yeah,
right. And we have I mean, there's been
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very I will say there's been no
backlash. There are no friction. I mean,
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all our acquisitions have been very
well received for that reason, because
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our customers understood very well how
it it expanded our capabilities in the
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the right way.
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Yeah, So you're, um it sounds like they
were specifically kind of product
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portfolio expansions at some level,
although certainly with the for the
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first one. A little bit less so with
the second one. How did you tackle
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internal communication? And
specifically, did you bring members
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from either of those other companies
into your marketing team as CMO? And
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how did you How did you blend that
together? So before I answer that, I
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wanted to touch on your first comment,
which you said they were products
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portfolio expansions with the first one,
but also with the second one in a sense
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that one of the reasons I present was
so successful with S and B's was they
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had really fantastic. You axe
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very easy to set up, you could set it
up in hours. A lot of grades,
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interactivity and animation features
that we didn't have again. Arts was a
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little more premium, a lot more custom.
A lot of more, you know. And so part of
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what we're looking to do was to to to
take some of that great ux and
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injecting into the original media
flight platform, Right? Uh, and they
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had a freedom offer and so on. So that
was, you know, there was There was a
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lot to the I present product as well
that that that that benefited us. So I
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don't I don't want to undermine that.
But you're right. The linear and
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nonlinear was really a something.
Calculators was not something we were
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already doing right in terms of the
people side of things. Yes, we did. We
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did emerge teams. So actually, one of
our one of the core things we look at
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when we look for companies to acquire
is to make sure that there's no there's
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no redundancy. There is no application.
And so we've been able to do that very
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well with both acquisitions where, you
know, there's been no layoffs, you know,
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at the moment of acquisition and things
like that, because we really are is a
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perfect marriage across the board and
so lucky me I inherited. I think I want
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to see 33 folks, maybe four from the I
present side into my marketing team.
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And then before that from the Iranian
side, there was one more person that
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joined so and it's been just looking
exactly for what? Getting exactly what
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I was looking for, except that rather
than going outside and finding and
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hiring it, I was able to get through
the acquisition. And in fact, our CEO
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calls those acquisitions. Aqua hires
nice. I love it. So the idea of getting
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not just the tech not just access to
the customer base and access to the
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revenue but access to the talent and
experience and insights. I love it.
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Yeah, and it's a It's a more efficient
way to do it as part of the deal right
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overall than to go higher individuals
that way. Yeah, when the approach
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obviously seems very, very thoughtful,
it seems like there's a lot of
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relationship building and probably a
lot of homework done. And so, um, I
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would guess that the cultural
transition probably was not especially
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difficult because of the work that was
done in advance to exactly because
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that's part of the strategy to right.
So it's the Is it the right fit? Yes,
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of course, from a product standpoint
and you, the financials and all those
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things. But the people side of of it,
whether again, the aqua hire notion of
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it, as well as the culture huge for us,
huge. In fact, I remember being in a
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board meeting. We were discussing those
acquisitions. I forget it was It was
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the first one or the second one. I
don't remember and we all agreed. I
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remember highlighting how I felt our
two companies were perfect cultural fit.
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And I remember one of our board members
saying That's the most important thing
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because even if everything else is
perfectly in place, if there is not
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imaginable cultures, it will fail. And
no question. And we've been I don't
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know that I can say we've been lucky,
because again, it's it's front and
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center. In terms of our strategy, we're
not going to acquire a company. What we
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feel is not a good cultural fit fit but
I feel like we've, you know, we clearly
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we made some. We've been very diligent
about that point. And so we made by
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decisions as a result. So, yes, the
culture hasn't been. There's been no
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real friction there. Awesome. Go to the
customer side of it. Obviously, the
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sales and marketing motion and SMB is
different than sales and marketing
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motion for you know, you mentioned
Fortune 100 companies and you span that
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whole gamut. How did expanding that
total addressable market really affect
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you and your team? How did it change
the way you think about things? How did
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it change the way you approached the
work that you were doing to address the
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difference? Yeah. I'm so glad you're
asking that because it is different and
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I don't think we're quite prepared for
how different it it it was. So we, you
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know, full transparency. We we we I
feel like we're skewed a little bit. We
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started to skew to imagine one
direction, so I don't want to say we
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ignore the enterprise side and we
pivoted a little too hard on S and B s,
355
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but it feels that way in hindsight. And
then we kind of Then we corrected right
356
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and and then we we went through a
really funny value prop or really a
357
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reassessment of Ri CPR, ideal customer
profile and and and and starting to do
358
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a B m. You know, account based
marketing from there, right? Really
359
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understanding that we really can be one
thing for all people and we have been
360
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talking to SMB is more than enterprise,
and that's not necessarily great for
361
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our business. So how do we make sure
that we hit our audiences? And really,
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there's three audiences for us at this
point. Three buckets, right? There's
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the enterprise tells motion There is
the mid size companies actually cells
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motion. And then there's the really the
velocity segment if you want to call it
365
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that way. And then there's the the self
service segment, because for very small
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companies we enable them on our website.
They can score on the website, swipe
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their credit card, get our Tier one
offering and get up and started on
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their own in a few hours. Right? And so
those are three distinct self motions,
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and that's it wasn't clear to us, quite
From the get go, it's a bit of trial
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and error, but we we adjusted and, uh,
it's working well now and you know, and
371
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that's that's a big learning from one
of the big learnings from it from
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acquisitions is it won't be perfect.
And that's okay. And it also gets, I
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think you learn and you get better at
it every time. But it's okay if things
374
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are not quite perfect. You always time
to to tweak and and make it better.
375
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Yeah, and it's never gonna be perfect
anyway. It's really interesting. We
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haven't done it through acquisition,
but we are in the same challenge right
377
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now where we do have self serve. We do
have SMB. We do have more mid market
378
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than enterprise. Think enterprises
still, uh, in terms of what we do. I
379
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mean, there's a lot of compliance. We
do have a couple of very, very large
380
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customers that we've cut through a lot
of red tape with and for, in order to
381
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get, you know, installed in them. But
it is really interesting to span that
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group and to create a single website
that allows people to self identify and
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know where they are and to know that
this is for you and, you know, to
384
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support the various sales people, in
particular with the with the content
385
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that they need and all these other
pieces, because they're all working at
386
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kind of different paces for different
audiences. And even within we're just
387
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talking about the size of the business
right now. We're not even talking about
388
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some of the nuances of the industries
that we serve, and all that is very
389
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complicated and challenging. But you
teed it up there. I would love for you
390
00:29:20.670 --> 00:29:25.830
to to walk through kind of the three
high level learnings you have from this
391
00:29:25.830 --> 00:29:33.190
experience. And the first one he shared
with me is is not to rush. Yes, and I
392
00:29:33.190 --> 00:29:40.010
know it sounds counterintuitive, and
this is advice that I I received from
393
00:29:40.020 --> 00:29:46.050
our marketing, our original marketing
board advisor right before the the
394
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first acquisition. He specifically said
that to me, and I don't think I really
395
00:29:51.440 --> 00:29:57.400
listened. I wish I wish I had in the
sense that he said, Look, you know,
396
00:29:57.400 --> 00:30:03.040
when the deal get signed, that's the
first step. That's not actually the
397
00:30:03.040 --> 00:30:05.960
acquisition, right? I mean, that's
that's not emerging empty companies
398
00:30:05.960 --> 00:30:11.970
that just the very beginning. The
emerging takes time to happen. And, you
399
00:30:11.970 --> 00:30:15.170
know, we know for massive mergers that
happened, right? And sometimes it takes
400
00:30:15.170 --> 00:30:19.820
several years. But even for for smaller
companies, you know, he had said to me,
401
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It's gonna take at least a year.
Basically, you start to, you know, to
402
00:30:24.140 --> 00:30:28.910
roll things out. But you also have your
you know, your regular job, right?
403
00:30:28.910 --> 00:30:32.740
Everything else you still need to do to
keep doing despite the acquisition. So
404
00:30:32.750 --> 00:30:36.780
bringing the rest of the two companies
together will happen with the extra
405
00:30:36.780 --> 00:30:39.730
time that you have, right? So you don't
want to break what's already working
406
00:30:39.730 --> 00:30:43.500
just for a second Emergency companies.
But, you know, we were very ambitious
407
00:30:43.510 --> 00:30:47.700
across the organization, and and, uh,
we wanted to be amazing. And so we
408
00:30:47.700 --> 00:30:51.030
immediately rolled out. We had all
these great project plans and roadmaps,
409
00:30:51.030 --> 00:30:54.340
and we're like, this is how we're gonna
emerge into websites, and this is how
410
00:30:54.340 --> 00:30:58.940
we're going to do a content assessment
and build new content. And, uh, this is
411
00:30:58.940 --> 00:31:02.360
going to be the the tech stock, you
know, a roadmap and how we're going to
412
00:31:02.360 --> 00:31:06.580
merge a tech stock and and we did
everything within three months and it
413
00:31:06.580 --> 00:31:09.020
was across the organization. I'm
speaking from the marketing side of
414
00:31:09.020 --> 00:31:12.460
things. You know what I just mentioned?
But the truth is product side of things.
415
00:31:12.460 --> 00:31:16.370
Customer success, everybody operations.
People got everything done really
416
00:31:16.370 --> 00:31:23.760
quickly. And for one that can lead to
burnout, which I wouldn't recommend.
417
00:31:24.340 --> 00:31:28.420
Two is you know, there were things I
would have done differently in high and
418
00:31:28.420 --> 00:31:33.660
hindsight is always 2020 right? And so
had we taken more time, for example,
419
00:31:33.660 --> 00:31:38.740
merging the two websites. We did it and
we did it well. But in the process of
420
00:31:38.750 --> 00:31:44.270
shutting down the Iranian website and
you know, injecting some of their
421
00:31:44.270 --> 00:31:47.390
content and information. Two hours we
lost something. We lost some things
422
00:31:47.390 --> 00:31:51.190
that were important, right, and we and
we course corrected later. And so
423
00:31:51.190 --> 00:31:55.030
that's why I said what I said about
perfect. It wasn't perfect. We made
424
00:31:55.030 --> 00:31:58.840
some mistakes. You can always address
them later, right? But But in hindsight,
425
00:31:59.440 --> 00:32:03.530
second acquisition with at present, we
didn't do that. In fact, the website is
426
00:32:03.530 --> 00:32:10.480
still and still alive. It's alive and
so just, you know, take the time. No
427
00:32:10.480 --> 00:32:13.510
one no one is holding a gun to your
head. No one should be holding a gun to
428
00:32:13.510 --> 00:32:17.860
your head after the deal is signed to
really merge the two companies. I love
429
00:32:17.860 --> 00:32:23.660
it and it tees up specifically emerging.
I think the next one kind of gets to
430
00:32:23.660 --> 00:32:29.900
what to do with the brands a little bit.
The second one is check your biases. So
431
00:32:29.900 --> 00:32:33.700
yes, absolutely. You nail it. That has
to do with the brand. And so another
432
00:32:33.700 --> 00:32:38.790
example here and it relates to the not
rushing again. Don't rush so you can
433
00:32:38.790 --> 00:32:44.120
check your biases, right? So just
because let's say we we acquired the
434
00:32:44.120 --> 00:32:50.670
Linnean and we were the bigger company.
You know, we we underestimated really
435
00:32:50.670 --> 00:32:56.030
the brand equity that the Linnean name
had, even though they were much smaller
436
00:32:56.030 --> 00:33:01.190
company. And and they had they were
they were niche offering, right? And so
437
00:33:01.190 --> 00:33:04.270
what happened was in the process of
eliminating the Linnean name, people
438
00:33:04.270 --> 00:33:08.950
couldn't find us. The people were not
finding the value selling tools anymore.
439
00:33:08.960 --> 00:33:13.910
So again we course corrected that, but
there's a little bit of like we're, you
440
00:33:13.910 --> 00:33:17.200
know, we're the bigger company, were
crying the other one, they're smaller.
441
00:33:17.200 --> 00:33:23.660
And of course, we're gonna fill them
under our brand. So? So just, you know,
442
00:33:23.660 --> 00:33:24.560
just watch that.
443
00:33:25.740 --> 00:33:29.390
That's one example. It could be
anything else. Right? Um, so I think
444
00:33:29.390 --> 00:33:32.570
that it's important to check your
biases. Yeah, I have a feeling that
445
00:33:32.570 --> 00:33:36.360
that has some effects internally as
well. When you think about, you know,
446
00:33:36.360 --> 00:33:42.740
Aqua hiring is, you know, you want to
make sure that that you're that the
447
00:33:42.750 --> 00:33:50.100
acquired team members don't feel second
class or other either, right? And so
448
00:33:50.110 --> 00:33:54.400
I'm sure that the kind of the I guess
generically speaking power dynamic of
449
00:33:54.410 --> 00:33:58.740
who's acquiring who has effect across
the whole thing. And, of course, you
450
00:33:58.740 --> 00:34:03.120
spoke very smartly to one of the more
interesting ones, which is brand equity
451
00:34:03.120 --> 00:34:06.620
and find ability. It's really smart. So
I guess I was kind of teasing. They're
452
00:34:06.620 --> 00:34:10.900
a little bit your third one, which is
mind the people, which just based in
453
00:34:10.900 --> 00:34:15.909
the words I like that one the best. But
I'd love for you to elaborate on it. Oh,
454
00:34:15.909 --> 00:34:23.290
thank you. I, uh this one is so
important to me. Look, it's you're not
455
00:34:23.290 --> 00:34:26.190
just emerging two things you're
emerging. You're bringing people
456
00:34:26.190 --> 00:34:31.630
together, right? And there is a lot of
trepidation, and there's trepidation on
457
00:34:31.630 --> 00:34:38.219
both sides. Let me tell you, right so
and I I always remind my team on the
458
00:34:38.230 --> 00:34:43.230
media fly side right, whatever x they
have going through the process, I
459
00:34:43.230 --> 00:34:47.870
remind them that multiply that by 10,
and that's probably how the other side
460
00:34:47.870 --> 00:34:55.860
is feeling right, because empathy put
yourself on in their shoes, right?
461
00:34:56.340 --> 00:35:01.980
They're the ones being acquired. And,
yes, there was a culture fit. Um, but
462
00:35:01.980 --> 00:35:05.560
that's scary, you know, and their their
positions are transitioning there. No,
463
00:35:05.570 --> 00:35:09.280
great. You know, in our case, Aqua
hires. Nobody's losing their jobs over
464
00:35:09.280 --> 00:35:12.680
this. That's fantastic, but there's
still transitions like people's roles.
465
00:35:12.690 --> 00:35:16.870
In some cases, it was a linear
transition, you know, from one to the
466
00:35:16.870 --> 00:35:20.910
other. In other cases, people jobs were
transformed, right? So there's an
467
00:35:20.910 --> 00:35:26.330
unknown factor, and people some people
love, change and love the unknown and
468
00:35:26.330 --> 00:35:31.470
thrive on that like myself, for example,
other people don't right, So you you
469
00:35:31.470 --> 00:35:37.840
have to mind that and what I found it
was very, very helpful was one on one
470
00:35:37.850 --> 00:35:43.360
constant like chickens, right, both
with the team that was already working
471
00:35:43.360 --> 00:35:48.080
with me as as well as the incoming team
for a long time, right? Not just for a
472
00:35:48.080 --> 00:35:52.250
couple of weeks, right? But while this
is happening and later, once they're
473
00:35:52.250 --> 00:35:55.520
already establishing their in their
roles And how are you doing hard things
474
00:35:55.520 --> 00:36:00.960
feeling etcetera? And then, in the case
of I present, you know, we also had
475
00:36:01.430 --> 00:36:05.880
different geography, different culture,
right? The UK based where the U. S. I
476
00:36:05.880 --> 00:36:09.370
know we're cousins, or I think that's
what we call each other right cousins
477
00:36:09.380 --> 00:36:14.640
and I. You know, luckily I have my
entire career has been global global
478
00:36:14.640 --> 00:36:18.620
account management. So really work
working across the globe with hubs
479
00:36:18.620 --> 00:36:22.080
across the world. And I joke, in fact,
that I know the US. Listen, I know the
480
00:36:22.080 --> 00:36:25.560
rest of the world, but there are
nuances. There's absolutely You don't
481
00:36:25.560 --> 00:36:29.060
work with Europe the same way you work
with Asia and you don't work in Latin
482
00:36:29.060 --> 00:36:31.980
America the same way you work with the
U. S. And so on very different. And
483
00:36:31.980 --> 00:36:36.170
even within Europe, there's a lot of
differences, right? So I was very
484
00:36:36.180 --> 00:36:39.150
mindful of that, and that's that's
That's something to keep in mind in the
485
00:36:39.160 --> 00:36:43.150
in the communication styles in the
jokes you make.
486
00:36:44.330 --> 00:36:50.110
We've got a few moments like that. So
it's, uh it's a It's a constant
487
00:36:50.120 --> 00:36:55.430
reminder and constant empathy for for
the people that are involved in the
488
00:36:55.430 --> 00:37:00.340
process. Yeah, And again, uh, if you
are a regular listener to this show,
489
00:37:00.340 --> 00:37:04.870
you know very well that we have a lot
of conversations about employee
490
00:37:04.870 --> 00:37:10.240
experience being a necessary precursor
to customer experience. A great
491
00:37:10.250 --> 00:37:14.030
customer experience is basically
impossible without a great employee
492
00:37:14.030 --> 00:37:18.060
experiences. So minding the people,
thinking about the people on your team,
493
00:37:18.060 --> 00:37:22.620
spending time in one on one. I I found
all three of your recommendations here
494
00:37:22.620 --> 00:37:28.650
for acquisition. Basically, you could
apply a lot of the learnings to any
495
00:37:28.650 --> 00:37:33.670
kind of a changing, dynamic situation.
Sometimes it's changes in strategy. So
496
00:37:33.670 --> 00:37:38.770
for us we seem to have a lot of
interest air quoting here upmarket. How
497
00:37:38.770 --> 00:37:43.060
do we adapt our teams to continue as
you did, continue to serve the
498
00:37:43.060 --> 00:37:46.900
customers that you already have while
growing people and processes that
499
00:37:46.900 --> 00:37:51.300
support attracting and bringing on new
customers as well? And so I've really
500
00:37:51.300 --> 00:37:55.460
enjoyed, um, this thoughtful approach.
I'd love for you to address one more
501
00:37:55.460 --> 00:38:00.640
thing here before I give you the chance
to give some. Give some Acknowledgments
502
00:38:00.640 --> 00:38:04.960
to some of the people and brands that
you really respect. I would love if you
503
00:38:04.960 --> 00:38:10.740
could give me a quick pass on your path
just within media fly from sales
504
00:38:10.740 --> 00:38:17.460
director two. VP Marketing to CMO You
know, VP Marketing to CMO obviously, is
505
00:38:17.460 --> 00:38:21.190
something that has happened to many,
many people, and sales to marketing
506
00:38:21.190 --> 00:38:25.790
isn't crazy. But it's also not super
super common, either. Like, what was
507
00:38:25.790 --> 00:38:28.910
that path like for you? Is that
something you wanted to do for yourself?
508
00:38:28.910 --> 00:38:32.850
Was that something that business
demanded? How did that go for? You know,
509
00:38:32.850 --> 00:38:35.900
it was something the business demanded.
Before I answer that, Can I touch on
510
00:38:35.900 --> 00:38:40.460
one very pleased last thing regarding
the mind of people, which I think is
511
00:38:40.460 --> 00:38:46.040
important is is transparency. So in
communication. So and this is a little
512
00:38:46.040 --> 00:38:49.950
unusual in this, in the sense that the
media fly for all our acquisitions.
513
00:38:49.950 --> 00:38:53.470
We've been very open with employees on
both sides before the acquisition was
514
00:38:53.470 --> 00:38:58.170
announced, and I know that's very
unusual, right? In many cases, that's
515
00:38:58.170 --> 00:39:02.700
kept under wraps. Not not not not in
our case. We we start talking to
516
00:39:02.700 --> 00:39:06.110
employees. Probably like two months, or
maybe not too much like a month before
517
00:39:06.110 --> 00:39:09.270
the deal. We know the deal is going to
happen, and we share a lot of
518
00:39:09.270 --> 00:39:13.900
information. And so there's definitely
not keeping them in the dark. Makes a
519
00:39:13.900 --> 00:39:17.820
big, big difference. And so there's
there's regular like town halls once a
520
00:39:17.820 --> 00:39:20.840
week. When we talk about this, the
evolution, what we see happening, and
521
00:39:20.840 --> 00:39:23.560
then this is what it's going to be
announced and then we have town halls
522
00:39:23.560 --> 00:39:29.350
after. So the transparency has been
hugely effective for us, and that's
523
00:39:29.350 --> 00:39:33.470
very much that's all about our CEO. I
mean, that's how he does business. He
524
00:39:33.470 --> 00:39:38.270
over communicates, and I have a lot of
respect, for I love because that's a
525
00:39:38.270 --> 00:39:42.090
give respect, get respect. That shows a
great deal of trust and respect for all
526
00:39:42.090 --> 00:39:45.460
the people involved. I love it. It's
what been one of my I don't know where
527
00:39:45.460 --> 00:39:50.250
I picked it up, but I've always had
this approach of share as much as you
528
00:39:50.250 --> 00:39:54.240
can as early as you can, obviously,
with some prudence, obviously with some
529
00:39:54.240 --> 00:39:58.350
editorial judgment. But the less
anything is a surprise to anyone. The
530
00:39:58.350 --> 00:40:02.090
better off. You are in specific to what
you just said. Your CEO is
531
00:40:02.090 --> 00:40:06.940
demonstrating respect for all of the
people which makes Is it her or him?
532
00:40:07.810 --> 00:40:13.900
It's him. Makes him worthy of respect
as well. And you're a question about my
533
00:40:13.900 --> 00:40:22.200
transition. So, yes, it was sudden. It
happened in 48 hours. So, you know, I
534
00:40:22.200 --> 00:40:27.380
came from the agency, were advertising
interesting media agencies for over 20
535
00:40:27.380 --> 00:40:33.480
years. So, uh, and decided I no longer
wanted to do that and, uh, and took a
536
00:40:33.480 --> 00:40:38.990
nice six months break, didn't work,
which was nice and started working on
537
00:40:38.990 --> 00:40:44.120
media fly in sales. And I view that as
a career change, you know, you're
538
00:40:44.120 --> 00:40:47.560
always selling and then environment,
even in agencies, but, you know,
539
00:40:47.560 --> 00:40:52.670
different calling more traditional
selling, you know, full time focus on
540
00:40:52.670 --> 00:40:57.510
sales, and, uh, six months into the
role, there was a CIA mother had been
541
00:40:57.510 --> 00:41:05.360
hired. It wasn't there that long left
and essentially got a call from the
542
00:41:05.370 --> 00:41:11.520
head of sales and said, Hey, so I have
I have an idea for you. And he says
543
00:41:11.520 --> 00:41:15.020
you're not supposed to know this, But
son. So he's leaving, you know? Do you?
544
00:41:15.410 --> 00:41:18.880
He just, you know, he just started to
hear he started building a team and we
545
00:41:18.880 --> 00:41:22.700
don't want to bring the momentum
because it was at the point where Media
546
00:41:22.700 --> 00:41:26.040
Fly wanted to invest in marketing,
wanted to build the marketing team and
547
00:41:26.040 --> 00:41:29.880
realized that they, in order to grow
the way they needed to grow, they had
548
00:41:29.880 --> 00:41:32.840
been very much like product lead sales
lead. And they needed a marketing
549
00:41:32.840 --> 00:41:36.480
machine, right? And so we don't want to
build the momentum. Given your
550
00:41:36.480 --> 00:41:43.690
background, could you step in and pick
up the reins from here temporarily? And
551
00:41:43.700 --> 00:41:47.130
I think this call was on a Thursday
afternoon and by
552
00:41:48.710 --> 00:41:52.410
Monday, like Tuesday morning, I was I
had basically walked away from sales
553
00:41:52.410 --> 00:41:55.530
and stepped into marketing, right? And
I think there was a team of three
554
00:41:55.530 --> 00:41:59.050
people that had just been hired, so it
was very much building the the the
555
00:41:59.050 --> 00:42:02.650
engine from the ground up. And I said
to them I said, Fine, I'll do it. But
556
00:42:02.650 --> 00:42:05.940
you know, I'm excited about sales. I
feel like you can really thrive in this,
557
00:42:05.950 --> 00:42:09.880
so I'll do it. But I definitely want
this to be temporary. At least have the
558
00:42:09.880 --> 00:42:13.470
option to go back to sales. You know,
in six months we had agreed this would
559
00:42:13.470 --> 00:42:17.610
be a six month gig, but really, what
happened was three months into it. I
560
00:42:17.610 --> 00:42:20.720
loved what I was doing, and I love the
work and start became permanent. In
561
00:42:20.720 --> 00:42:23.700
fact, there's a funny story about this
and how it became permanent because it
562
00:42:23.700 --> 00:42:28.140
was also in the board meeting. And it
was my first board meeting, and the CEO
563
00:42:28.140 --> 00:42:33.310
made a comment to. And that's why we
you know, that's why we've taken Isabel
564
00:42:33.310 --> 00:42:37.670
away from cells to now run marketing
permanently. And I remember looking at
565
00:42:37.670 --> 00:42:40.220
him and looking at the head of sales,
and I looked at each other. We're going
566
00:42:40.600 --> 00:42:48.490
Okay, I guess we didn't know this one's
perfect. So it was a That's hard to
567
00:42:48.490 --> 00:42:53.970
happen, you know. And I think that I
even though six months with a short
568
00:42:53.970 --> 00:43:00.020
sentence sales, it was very helpful to
me because I it gave me a good grasp of
569
00:43:00.020 --> 00:43:03.400
what I thought was working what wasn't
working in terms of, you know, the
570
00:43:03.410 --> 00:43:06.440
proverbial sales and marketing
alignment. And, you know, there was
571
00:43:06.440 --> 00:43:09.150
very little self support from the
marketing side because there was no
572
00:43:09.150 --> 00:43:11.830
marketing. I mean, who are you going to
align with when there's nobody there to
573
00:43:11.830 --> 00:43:17.480
align with? Right? And so So there was
a lot of work to be done, and and it's
574
00:43:17.480 --> 00:43:21.730
been, you know, it's been a wild ride.
Uh, and then I was promoted to. Six
575
00:43:21.730 --> 00:43:24.880
months later, I was given the VP of
marketing title, and a year later I was
576
00:43:24.880 --> 00:43:29.000
from its, you know, So that's that's
the trajectory. Awesome. I love it just
577
00:43:29.000 --> 00:43:32.500
stepping into the circumstance, finding
that it is a good fit for you getting
578
00:43:32.500 --> 00:43:37.690
the buy in from other people. And here
you are. It all makes sense in
579
00:43:37.690 --> 00:43:41.920
hindsight, but you would not have
predicted it. Absolutely not. So I
580
00:43:41.920 --> 00:43:46.160
thought I was done with marketing and
advertising. But what I hadn't factored
581
00:43:46.160 --> 00:43:52.430
in was that it's I'm a builder I like.
And throughout my career I've been
582
00:43:52.430 --> 00:43:58.740
brought in two build teams, build
global teams, build new processes, you
583
00:43:58.740 --> 00:44:02.480
know, and so on. And so this was
perfect for me. I just didn't know I
584
00:44:02.480 --> 00:44:06.040
hadn't connected the dots, You know, I
was just thrown into this situation,
585
00:44:06.040 --> 00:44:10.490
but I loved it because I got to build a
house from the ground up, and that's
586
00:44:10.490 --> 00:44:14.570
what I love doing and then being on the
client side, right? So remember, I'm
587
00:44:14.570 --> 00:44:18.810
also coming from the client service
side of things, and so being in house
588
00:44:19.190 --> 00:44:26.070
was very, very different, and it was
surprisingly rewarding. Right, because
589
00:44:26.070 --> 00:44:29.830
you have the direct line of sight into
the business impact that you're
590
00:44:29.830 --> 00:44:33.940
creating. It's your baby. You have more
influence. I mean, all those things
591
00:44:33.940 --> 00:44:37.760
that you don't necessarily have when
you're at an agency. And so I had no, I
592
00:44:37.760 --> 00:44:42.310
also had not factored in, so it was a a
very pleasant surprise. It has
593
00:44:42.790 --> 00:44:46.600
completely exist. Role has completely
exceeded my expectations. It's been
594
00:44:47.090 --> 00:44:51.220
it's been It's been a wild ride in a
good way. Awesome. That's so good.
595
00:44:51.220 --> 00:44:55.410
Thank you for sharing that. If you are
listening to this show and it's been a
596
00:44:55.410 --> 00:44:59.780
really good conversation and not one of
our shorter ones, then you might like
597
00:44:59.780 --> 00:45:03.550
some of the other episodes that we have.
We've spoken with a number of CEOs on
598
00:45:03.550 --> 00:45:08.030
the show again, we're typically talking
marketing sales and CS typically
599
00:45:08.030 --> 00:45:12.160
leaders, but we also go outside those
bounds periodically. But some of the
600
00:45:12.160 --> 00:45:16.250
CMOs we've had on recently, we had Ed
Brilliant from a primo. We had Cory
601
00:45:16.250 --> 00:45:20.920
McCarthy from socio and events app that
is figuring out how to make the pivot
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00:45:20.920 --> 00:45:24.660
with and for their customers to virtual
events and hybrid events. Of course.
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00:45:24.660 --> 00:45:29.420
Steve Facinelli, my friend, teammate
and co author here at Bom Bom Samantha
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00:45:29.420 --> 00:45:33.330
Stone at the Marketing Advisory Network.
We've had a number of CMOS on the show,
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00:45:33.490 --> 00:45:36.710
and if you want to check any of those
episodes out, you can just scroll
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00:45:36.710 --> 00:45:40.900
through them at bom bom dot com slash
podcast. If you go to that page, can
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00:45:40.900 --> 00:45:43.700
click the Seymour episodes and just
kind of scroll through them and see
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00:45:43.700 --> 00:45:46.210
some of them. Or, you know, you can
check out the customer experience
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00:45:46.210 --> 00:45:51.810
podcast in Apple Podcast or iTunes and
Spotify. Google play Google podcasts
610
00:45:51.810 --> 00:45:55.920
wherever you listen, and there are a
number of other episodes you'll enjoy
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00:45:55.930 --> 00:46:01.210
as I've enjoyed this one with you,
Isabel. And so before I let you go, I
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00:46:01.210 --> 00:46:05.250
would love to give you a few
opportunities. The first one is to give
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00:46:05.250 --> 00:46:09.640
a thanks or mention to someone who's
had a very positive impact on your life
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00:46:09.640 --> 00:46:14.130
for your career. So this one is going
to have to go to Mark Strong, who will
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00:46:14.130 --> 00:46:19.070
not be listening to the podcast, I'm
sure. Fantastic team leader Back in my
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00:46:19.070 --> 00:46:22.990
agency days when I was at my Can
Erickson in New York, it's one of the
617
00:46:22.990 --> 00:46:29.210
places where I stayed the longest. The
dream Boss, What can I say? Strategic.
618
00:46:29.680 --> 00:46:35.470
You know, strategy, project management,
people leadership, you know everything
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00:46:35.470 --> 00:46:40.330
you want. I mean, it's it's really
someone I learned a lot from directly
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00:46:40.330 --> 00:46:45.230
as well as by osmosis. Just how I saw
him manage our team and, uh, definitely
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00:46:45.230 --> 00:46:49.370
someone I look up to. And I still talk
to occasionally. And he's now. He's now
622
00:46:49.370 --> 00:46:53.240
a coach, actually an executive coach
for good reason. You should be coaching
623
00:46:53.240 --> 00:46:57.530
all of us. It sounds like you've
carried some of that experience into
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00:46:57.530 --> 00:47:00.180
your role, and I'm sure it's part of
what's made me successful here in Media
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00:47:00.180 --> 00:47:04.090
Fly. I. I feel that way. I definitely
feel like like I said, I've I've
626
00:47:04.090 --> 00:47:08.980
learned a lot from him and the brands
that standing up for a great customer
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00:47:08.980 --> 00:47:13.060
experience, I'm gonna say like a you
know, and this one also goes back to my
628
00:47:13.060 --> 00:47:17.560
agency days. I mean, I like to say I've
graduated from Ikea furniture, which I
629
00:47:17.560 --> 00:47:21.910
have in some ways. But, you know, on
occasion I go to their store and I'm
630
00:47:21.910 --> 00:47:25.900
reminded, you know, it's just that
store experience and the online
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00:47:25.900 --> 00:47:30.020
experience, everything about the
consistency that we talked about, right?
632
00:47:30.020 --> 00:47:34.250
And they were my first client when I
first got into advertising. And so I
633
00:47:34.250 --> 00:47:37.560
also remember I have fun memories of
working with them. It was one of my
634
00:47:37.560 --> 00:47:43.210
best clients, phenomenal corporate
values, and they live by them. And so
635
00:47:43.210 --> 00:47:44.100
it's a
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00:47:45.280 --> 00:47:50.010
you know, they delighted me in many
ways back to the my definition of
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00:47:50.010 --> 00:47:53.900
customer experience. I'm still still
delighted by them. I know it's a bit to
638
00:47:53.900 --> 00:48:00.170
see Brand, but no, it's good we get. We
get all kinds of opportunities, um,
639
00:48:00.170 --> 00:48:05.570
answers to that question from large to
small. And, uh, the most fun thing to
640
00:48:05.570 --> 00:48:09.640
me about the I key experience is kind
of the co creation element, right? Like
641
00:48:09.640 --> 00:48:13.660
you see everything all put together,
but then you have to go kind of find it
642
00:48:13.660 --> 00:48:18.110
and carted around and, you know, get in
line and figure out how to fit it in
643
00:48:18.110 --> 00:48:22.070
your car. There's a sense there's a
sense of achievement. Totally. Yeah,
644
00:48:22.070 --> 00:48:25.320
there's like you are invested in in a
different way than you are with other
645
00:48:25.320 --> 00:48:28.790
things. It's really fun I haven't done
in a long time, but I I've done it many
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00:48:28.790 --> 00:48:33.530
times. Uh, and I enjoyed the experience
very much. Isabelle. If someone has
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00:48:33.540 --> 00:48:37.070
gotten this far, I know that they
really enjoyed your stories, your
648
00:48:37.080 --> 00:48:40.920
insights, your experience and the way
that you share them with us here. If
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00:48:40.920 --> 00:48:44.050
someone wants to follow up on the
conversation, they want to learn more
650
00:48:44.050 --> 00:48:47.920
about you or about media fly where some
places you might send people. So link
651
00:48:47.920 --> 00:48:53.320
in, Uh, you know my name, my profile.
That's the best place to find me easily.
652
00:48:53.330 --> 00:48:58.600
I will say Check out media fly dot com
in our website, but also go to evolve
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00:48:58.600 --> 00:49:03.280
selling dot com. So that's the evolved
Selling Institute, which is media fly
654
00:49:03.280 --> 00:49:10.330
start leadership head. And it's a
community of peers around sales
655
00:49:10.330 --> 00:49:14.640
enablement selling more effectively
sales and marketing alignment all those
656
00:49:14.640 --> 00:49:19.950
great topics. So we have we host our
own podcast there. There's a wealth of
657
00:49:19.950 --> 00:49:24.750
content, so that's That's a great
website as well. To visit Awesome.
658
00:49:24.750 --> 00:49:28.110
Thank you for that. And for folks who
are listening. I link all those things
659
00:49:28.110 --> 00:49:32.490
up at bom bom dot com slash podcast.
When we do a short right up on this
660
00:49:32.490 --> 00:49:35.090
conversation, we dropped some video
clips in there to bring the
661
00:49:35.090 --> 00:49:39.540
conversation to life. If you would like
to listen on an open Web page, we do
662
00:49:39.540 --> 00:49:43.610
embed all the audio there, too. And so,
uh, if you missed any of that stuff,
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00:49:43.610 --> 00:49:47.940
you can either bounce back in your
player, uh, Isabelle Papoulias on
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00:49:47.940 --> 00:49:51.940
LinkedIn and Evolve, selling dot com
media fly dot com And, of course, again,
665
00:49:51.940 --> 00:49:56.540
I'll have all those links at bomb bomb
dot com slash podcast. Isabelle. Thank
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00:49:56.540 --> 00:49:59.960
you so much for your time and your
insights. I really enjoyed it. Thank
667
00:49:59.960 --> 00:50:05.390
you. It's been a pleasure. Thank you.
Today's episode is sponsored by
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00:50:05.390 --> 00:50:10.280
LinkedIn. Did you know over 62 million
decision makers are on LinkedIn? It's
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00:50:10.280 --> 00:50:14.790
the reason why I and a ton of other B
two B marketers spend hours marketing
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on LinkedIn every week. In fact,
recently, I just pulled a report that
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informed our team at Sweet Fish that
Lincoln had produced three times the
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Visit linkedin dot com slash GDP growth
linkedin dot com slash BBB Growth terms
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and conditions apply Before I send you
off into the rest of your day, I want
679
00:51:00.300 --> 00:51:05.260
to echo one of the most important ideas
that Isabel shared their mind. The
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00:51:05.260 --> 00:51:10.520
people, if we can mind the people, pay
attention to their needs, their wants,
681
00:51:10.530 --> 00:51:15.050
understand where they are, meeting them
there and moving them to a better place.
682
00:51:15.060 --> 00:51:19.450
Our lives in our businesses will be so
much better. Hey, if you want more
683
00:51:19.450 --> 00:51:24.510
conversations with CMOS and with VP
sales and with heads of customer
684
00:51:24.510 --> 00:51:30.030
success and customer experience, search
the customer experience podcast in your
685
00:51:30.030 --> 00:51:33.870
preferred player. You know you've got
the right one when you see the orange
686
00:51:33.870 --> 00:51:38.790
tile the customer experience podcast.
And if you want to bring those episodes
687
00:51:38.790 --> 00:51:43.900
to life with video clips, short write
ups and more, visit bomb bomb dot com
688
00:51:43.910 --> 00:51:49.020
slash podcast. My name is Ethan Butte.
I am your host, and I appreciate you
689
00:51:49.020 --> 00:51:52.690
listening to the C X Series here on B
two b Growth
690
00:51:54.760 --> 00:51:58.690
Is your buyer at BP Marketer? If so,
you should think about sponsoring this
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podcast. BDB growth gets downloaded
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00:52:03.640 --> 00:52:07.460
listeners are marketing decision makers.
If it sounds interesting, send Logan
693
00:52:07.460 --> 00:52:10.270
and email Logan at sweet Fish media dot
com.