Episode Transcript
WEBVTT
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So you were listening to be to
be revenue acceleration, a podcast dedicated to
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helping software executive stay on the cutting
edge of sales and marketing in their industry.
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Let's get into the show. Hi, welcome to be to be a
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revenue excelmeration. My name is onion, with you and I'm here today with
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mocks to steal a prof identy tics
all. Are You doing today, mark?
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I'm doing well. Thank you so
much. That's pretty good. So
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today we we'll be talking about marketing, attribution to a pig that I'm sure
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a lot of people are hacching to
one dust on, particularly cu cfo.
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was that the only stage of investing
in marketing? Before we get into detail,
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would you mind thinking us? or
It's a bit more about y'all saying
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as well as the company had to
represent profanetics. Sure, so, I
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made former large company CMO, myself
who, about fifteen years ago, got
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into analytics, state and analytics pretty
pretty early, obviously trying to connect the
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dots and trying to optimize the spined
that we had, and given the companies
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that I was working for, it
was a lot of money, right.
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Yeah, so, so it really
mattered. I was actually educated on this
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primarily by finance guys, by CFOS
and people who work for CFOs. You
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know, took a while, but
we got to a point of very,
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very high maturity in terms of using
marketing mixed modeling to prove it all out
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into optimize is. But one of
the things that we noticed, which is
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a is very typical, is that
any analytics that are human powered, meaning
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delivered a large team or even a
small team, are very slow. Right.
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It takes a long time to do
the recalculation and so the problem is
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is that by the time you get
the answers, the answers are no longer
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relevant to your decision. Yeah,
it so. The Way we fixed it
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at Honeywell was we just over hired
the on the analysts. It was a
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total brute force solution. It was
extremely expensive getting right, but you know,
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everyone saw the value and no one
ever complained about it. But it
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was still as good as it was
in two thousand and ten and two thousand
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and eleven, two thousand and twelve. It was suboptimal right. And so
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when we kind of started thinking about
doing a start up in this area,
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we said, okay, automation is
the key and so that's what we built
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what did not exist, which is
a fully optimized, fully automated marketing mix
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modeling suffware platform. So that's what
proof analytics is today, significantly disrupt doing
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the space, not on even from
a customer point of view, but if
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you're a legacy provider of MMM services, is you're feeling us right now.
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Now, I'm just about something.
What would you say is y'all men ICEP
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to people? You would say it
to we did be the CMO, a
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the CEFO. I'll just see you
is figure acculate. What was the what
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is it? Yeah, it's actually
both. This is not about solving a
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marketing problem for marketing alone. This, this is this involves a lot of
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different people, or can involve a
lot of different people. We are the
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bridge in the sense, between all
these people. And so if you look
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at it, if you look at
the tool, if you look at the
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platform, it really serves two different
personas. There's an analyst persona right and
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and that's pretty self evident. With
that probably looks like for most people.
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It's the part of Bible thing that
most people must quote. Normal people don't
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understand. And then there's a business
user, part of it. That is
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incredibly intuitive and works exactly like a
GPS on your phone. Okay, one
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of the things that is really important
set of here, and this goes to
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paper that I helped co write not
not too long ago with Kathleen Shab is,
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one of the foremost analysts in the
space. Proving out the Roi is
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always going to be important, but
the most important thing today, in a
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multi variable world that's full of change, is figuring out what's changing around you.
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How do I react in response to
that? And and it's really just
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like the journey that you take to
you a restaurant that she'd never been before.
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Right. So you're on the GPS
and the GPS says, Hey,
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you need to go, this is
the way forward, this is your route
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value. Right. But then all
of a sudden something happens right or there's
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an accident or the traffic files up
or whatever, and the GPS says a
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really and hey, guess what,
you need to go right, go left,
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go right, you know, go
strot. You Know Ed and you'd
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make the change. And that's the
real value proof. Right there. There's
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a CMO that I just spoke with. The said I really love this because
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it means I'll never be wrong and
and in a sense he's right. These
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crops. So way to say so. So which we saying? Yeah,
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we saying that you've got to soucition. It's not just about the Roy and
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doing what that ton of a NIS
would do normally, which is proving the
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kindy of the campaign and the Reti
as you got on the campaign, which
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your tool or so provide. Is
that intelligence as to how you should adapt
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what you are doing. So Do
you do? That's for sality. S's
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always he thought of the soft twalp
by cage that to actually proved ourself.
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To look at it as a constructancy. Appreciate you, example, was a
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GPS, but when he comes to
marketing, it's almost like a marketing constructency
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in the box. Right. Yeah, well, it can be right,
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it is part of the software.
You can, maybe an unfortunate term to
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use, particularly what's going on in
the Ukraine, but you can orgain a
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different alternatives, right and and make
choices and lock them in and they will
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they will ripple through the whole programatic
piece. Right, if you if you're
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set up to do it that way, it will just automatically do it for
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you. There are a lot of
times where the marketers in prove are asked
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to consult with a CMO or CMOS
team for several hours, maybe something like
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that, to help them understand and
evaluate what they're seeing and what what it
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means right and what they maybe ought
to do. That's usually kind of like
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in the earlier stages, because the
tool is actually really, really intuitive and
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so once you once you really are
up to speed on it, you don't
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really need our help anymore at all. So this is sort of early stage
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kind of thing, but it you
know, it's actually one of the things
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that I enjoy the post because it
is about, you know, at the
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end of the day, the software
exists to serve people, that people do
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not serve the software right, and
that that I enjoy those conversations because it's
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all about ultimately, Hey, this
is what the data and the analytics have
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to say, but how are we
actually going to act in the light that?
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Right now, I pusent. So
we see we sti have conversation about
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all measury board marketing a treaty actually
easy, and the concept of DC phno
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or that maybe you can also explain
to our to all agents. Seems to
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beginning mode and more visibility from your
point of views, down anything that he's
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nuts. You can just measure from
a marketing perspective. I think that the
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you know, this is going to
sound like I am engaging in semantics.
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Okay, but I'm actually really not. Okay, there's a difference between measurement
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and analytics. Measurement is data and
by definition it's always in the past.
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Right, this happened this way,
on this day, in this country,
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whatever. Right. Analytics is about
the relationships that exist or don't exist between
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all kinds of different things that you're
measuring. So I the way I would
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answer that question is is that there
are some things about marketing that you have
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to measure inferentially. Right, and
dark funnel is a is a great example
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this. There are, I mean
that the one of the best examples of
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dark funnel is peer to peer.
Right, what are what are what's happening
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in private conversations? You are never
going to be able to measure that unless
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we live in a totalitarian state.
Right, and I don't get getty more's
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that while a Chi yeah, that's
yeah, so, but what you can
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say is, Hey, you know
what we are seeing evidence that confidence and
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trust scores about us and about our
competitors are moving in the following directions,
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right, and there are relationships that
we can find between those, let's say,
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increasing trust and confidence scores and faster
and faster time to close, meaning
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faster deal elst which is a classic
relationship. And so that's a really important
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thing, because what you can say
then is, okay, you know what
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we need to do more whatever it
is we're doing that is impacting trust and
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confidence scores Right, based on the
analytics, we need to do more of
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that. Dark funnel is a really
catchy way of talking about brand, right,
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but three, three years ago,
right, it was right before it
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was the last south by southwest,
before covid yeah, ikenoted on this and
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it was it was all about brand
in demand. It was called gear.
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The presentation was called gears in Greece, right. And demand is, you
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know, is really the the machinery
of marketing, right, but the lubrication
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that allows things to move more smoothly
and faster is brand. And so that's
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really what dark funnel represents today,
the branded image with me. Yeah,
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yeah, yeah, absolutely, and
so you're basically, I think, what
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a lot of people you know,
came back to during the covid period is
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wow, you know what, this
this brand thing, this dark funnel thing,
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really, really maps a lot and
it's not all about how much can
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we push through our marketing automation.
And you gotta have both, without a
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doubt, right. But you can
have a great demand operation and if you
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have no brand or dark funnel activity, you're going to have a hard time.
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Yeah, appreciate that. I mean
we if you look at the all
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Joanne, we've been we've been at
it for ten years at the protects,
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the false triols, fells fil else. The foot is not stringing. You
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all try to get to the tuffed
about is the autograph. You've got to
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go. You've got to meet the
demon on the tell and then you build
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up renationship. And in fact I
was a little bit against the print stuff.
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I was such an easy at back
in the days because that's what she
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was just sort of strangled. We
all were it some way, shape or
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form, always just gonking. You
know, it's just the brightest stuff.
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We just whatever is. It's something
that the marketells. I using to spend
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money and don't want to be in
you know, and I'll basically I was
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just so, so bad about it
and I was convinced to do it anyway
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and to spend more time on building
up the brands and being careful about what
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we are doing and and the way
we're communicating and what we're communicating about.
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And and you've got lots of dimension. You've got what your clients are saying
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about you, you've got what's your
employees are saying about you, you've got
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the way you look on Linkedin and
you know, all those things. From
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my perspective, some of it would
actruly create demand, because people find you
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and then I oh, this is
something I need, so let's use that
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stuff. But first and formless,
we almost use it as a way to
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be to have a competitive advantage when
we are on a deal and basically someone
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is looking at us, of us
with strels, are competitor. Also,
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we are part of your fact,
the three finalists and all people will start
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to go online. So let's see
what we can find about these guys and
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if you get a company where you
can find a bit of a brand,
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a bit of presence, someone who
gives back to the community, things like
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the podcast. We don't do it
as a way to generate revenue. We
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do it because we want to be
on the bleeding edge. We learn from
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the conversation we having every week on
the podcast. But that's what thing that
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our competitors don't tend to do.
We probably are the only company that in
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our space that does it. So
would it be a plus for someone or
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not? You know, it's we
don't even think that way, but it's
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about building that sort of presents that
the OS are sometimes don't have because they
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don't invest in their brand. They
just the just relay on the DEM and
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to come and and yeah, I'm
glad that was I was being convinced like
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six years ago to take that tone, because now the phone is ringing and
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in fact he doesn't stop ranking and
coming back to the world of mouse.
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We we actually see it. We
try to have do straightfold problems, which
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is always very interesting, because you
want to know and someone gives your name
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to someone else and when someone comes
to us Ay, you know the people
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would just give us business or refer
reference for business with be cmocro CEOS of
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companies. You give them five hundred
dollars as a kicker. They they just
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laugh at you. They don't you
know. So we try to do something
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a little bit more meaningful, which
is planting trace. So we plan trays
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when we've got and people get to
the game, you know they what's up
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me. So I've done another introduction. I was in the meeting. That
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company should come through your website or
whatever. Watch out. Can you please
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make sure I've got my two hundred
trees. You know, I want my
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forest to give the Gal and that
guy and that all competing with it shows,
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which is fantastic because it's for the
good of everyone. So but I
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think there is a way where you
can actually have a feeling for that,
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maybe more for us, because why
the BB world? And and I guess
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you know in the in the software
industry it's a little bit. It's a
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little bit of a nish. It's
a big niche, but it's a little
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bit of a nish. But I
will expect to us is someone within the
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COMSUMER business to really struggle to under
some of the conversation between consumer and everything.
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But yeah, we found a way
to actually measure it, we found
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a way to incentivize it, we
find a way to get more and more
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basically and quarter on Walto we see
that preissing and then we have translating the
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bread we which we are trying to
do. We's to get. I'll do.
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We get every single on throw he
of the company to be a brand
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and best of all. So we
don't talk about being a brand and bust
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of all, but we speak about
everybody's customers success. Right, I'll do.
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We make sure that's your clients.
Even if they leave you, they
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leave you, no, Stensic,
right, absolutely out up. Yeah,
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and we mution all that. Yeah, I mean, I think there's several
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points that are really important what you
just said. One is that time.
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This is actually a great relationship between
what you're doing with trees and brain right,
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both take a lot of time.
There's a lot of time lag.
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Right, if you plant a tree, let's say, let's say you you're
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you want to farvest that tree later
for would right. You're not going to
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do that the next year. You
know you're going to have to wait probably
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two decades. You don't have to
wait two decades for brand to make a
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difference in your business. But what
really the reason why most CFOs and CEOS
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think the brand is a waste of
money is because of time lag. Right,
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when all of a sudden. You
compute the time lag because that's part
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of the math, pure improve right. So you're showing everything net of time
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lag. That is an eye open
yeah, one of them. So when
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you see a large budget cut in
marketing, it's because they need the money
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now. They need to claw that
money back now, because they have some
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pressing need or something right, and
they can understand that immediate need. But
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the time lag of these skates what
the cost of that cut is going to
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be the year later, for year
and a half later, right, so
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it comes not real. But if
you show them what it's going to cost
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them in loss momentum and or you
know whatever, what we see again and
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again with our with our customers,
is that the businesses, and I don't
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think I really want to make that
cut. We had a very large customer
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during covid still have this customer,
but during covid they were approached in July
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of two thousand and twenty by finance
for a forty percent cut. They showed
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them the analytics from proof and they
ended up getting a fifteen percent cut because
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finance and the business said, you
know what, it's too expensive to cut
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you. That's what you really want. That's what you want to see,
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right. Yeah, and so I
really, I really, I think that
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you're right on there, right,
and the Rit that the corresponding issue is
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that there's a tremendous amount of risk
associated with brand spind again, because of
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the time let it. So if
you are not recaculating it constantly, very
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much like your gps on your phone, recalculate your true right. If you're
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not doing that, if you're waiting
six months before you recalculate your brands,
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then you're going to have a big
problem. And then there's a lot of
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movement, a lot of change.
It's, in my eyes, about doing
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the important verse Physic Agent. You
know, the demon is Urg tweet pipeline
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now and you know it's it's actually
quite interesting and we are married to a
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finance person, so we got defferent
point of view. That battle three on
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Tho stole the whole quarterly piece.
Like I'm going to invest the budgets in
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the quarter, I need to see
a return in the quarter. I mean,
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how do you do that? You
know, if you have example of
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the tree is the same. You
know, it's like if you want to
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avest a relationship with a new prospect
and and most of our clients will have
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an averaged in value of fiftyzero dollars, hundredzero dollars on hundred. You Got
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gonna close it in the quarter unless
you are very well known brand and you
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are the facto, like you are
Appool or sex foss or selfies now,
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and people have already made up down
mind before they come to you, and
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then then they could could become available, but they are read. Is A
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threatn in the quarter ready and it's
often the large organization at think that well,
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and then you get to the end
of the quarter. They've got some
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budget left and we need to use
it because if we don't use it is
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gotten and then we rush about.
So I think it's kind of interesting about
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how there is a great sight of
marketing attribution and measuring and and and doing
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the anetics and and and thinking,
faldable, what you gonna do. But
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I thinks in some organization and sometimes
too much measurements actually kill the flow because,
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as you said, it's a snowbell
now. It's a time like but
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you need things like that. You
Rome was not built in one day,
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as you know. We've got the
French setting around that and and and I
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think it's it's true. You've got
to build something, you've got to do
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the important use was the agent which
recently, and just going to move slightly
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the the topic, came across a
nautical that you shared and that was titled
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Marketing is not of Ending Machine,
which discusses marketing our Royy in a complex
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digital area. So can you shore
with audience the main points that the article
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cover? Yeah, it's so it
goes back to the GPS idea, right,
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that you're living in a multi variable
world and that most of the impact
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is generated by things that you do
not control. So you can understand those
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to some degree, which you not
control them. It's like the wave and
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an ocean, right, you don't
control the wave, you do not generate
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the way. Right. Your job
as a surfer, right, is the
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either ride that way well or poorly. Yeah, and so one of the
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things that the analytics really talks about, and that's what's in this article,
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right, is this idea that you
have to understand the context. If you
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don't understand what the environment is doing, what's going on in the marketplace relative
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to Your Business and how that changes
the head winds or the tailwinds that your
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business is dealing with and thus that
your marketing spend has to address. Okay,
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your you're going to have a problem
that you're not going to be able
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to achieve what you need to achieve. Again, going back to the GPS
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analogy on the phone, right,
this is, you know, when traffic
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happens, piles up front of you, or an accident happens, or something
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rain. It also a huge storm. These are examples of head winds that
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slow your journey down, that force
you to make changes. Same thing as
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happening in the marketplace all the time. The thing that's really important, going
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back to what you were just talking
about, is the fact that all these
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so some things that you're spending money
on have an immediate impact, mediate as
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a relative word, but quick impact. Other things take a lot longer,
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but both are going to be either
accelerated or retarded by what's going on in
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the environment, the marketplace. Right. So, again, going back to
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your example of trees, if you
take a, you know, hundred year
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old tree and you and, let's
say, if all's over in a store,
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right, so, you didn't kill
it, but you've cut it open
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and you can see the rings okay, and some have. You know,
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there's a lot of growth in a
year and some have very little growth in
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the year. That's not about the
tree, typically right. That's about what's
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going on in the environment and it
took a long time for that portrait of
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impact to be seen, to be
visible right in the in the tree.
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Same thing as true in marketing,
and so one of the things that we
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are, the only thing we're the
only thing that I would disagree with you
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about in terms of people, people
being obsessed with data and analytics right and
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getting in the way, is that
it only gets in the way if you
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have the wrong view of it.
If you're constantly trying to react as opposed
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to react appropriately right on the timescale, you're going to have a big six
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sag back and forth right, you're
going to be overcorrecting on your journey.
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It's going to it's not going to
be good. But if you say,
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okay, you know what, the
trend line that showing up right now is
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divergent from my my ideal path and
I'm going to kind of experiment here and
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I'm going to start incrementally moving things
in a way that should bring me back
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to my main route. To value
and then you see that in the analytics
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it's actually happening that way. That's
value, that's real. The idea that
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that you can make huge changes overnight
as now. No, I do have
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the energy of the tree rings.
must say, I may. I may
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use it to get in the future
and just make sure I give you the
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trademark on it. But it is
so true. You not. The environment
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is important and you of the environment
can play in your favor against your favor.
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I could do both. It could
be fantastic. Like, for example,
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for us right now we've got a
ton of demand in orders of people
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are looking at grewing that business.
Things have been a bit slow. The
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market is really active in the technology
space. So everybody wants to go big
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and they wants to go big yesterday. But at same time we've got circumstances
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that are very difficult, which is
there is a lot of everybody's recruiting at
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the moment. Finding talents is difficult. So right, so you've got to
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rethink about all your finding those things
and you've got to apisode one thing that
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is an abostuity in one end.
On one end can be sothing at slew,
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you dowl on the other. So
it's interesting. All the context actually
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change things and I do agree with
you. You know, I think that
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it really depend on the people and
I think my point that people sometimes over
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kill analytic and it's not just about
number and something. It can be slow
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to start, Wiez, because you
don't get a lot of results. Maybe
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if you are it photos of quarter
would actually come to fruition. You know,
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there is thing that there is to
that needs to be pushed little bit
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harder and as a strategy. And
tactical things are always good, but tactical
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things and I don't know if you
ever get the big box out of tactical
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things. You know when you expect
quick for Toub, but when you invest
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of all time, and what's surely
a wrong breadn as we discuss an even
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the markets, is that you actually
try to do something and you are genuine
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about it, the strong time investment
can be a fantastic so, speaking about
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the kind of misconception, and then
may misconception of some of the marketing attribution,
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the one that I yet at six
shells ago regarding bread. What are
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the misconception regarding marketing attribution that you
come across? The must often and then
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now I guess that's do. Maybe
the maybe we would open up toward the
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CMOS on marketing. People listening to
us like giving him, giving them a
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little bit of cruises to well,
the struggles out well to the issues are
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marketing, instribution and now they should
fight entirely funny. On right. One
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of the biggest ones is that more
is better. Now you have to you
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have to really be specific about your
business. Okay, but when you make
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that kind of statement, but in
bed, be in long cycle, be
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to be where it's long. The
reason why it's long cycle is that there's
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a lot of risk in the by
decision, and so trust and confidence plays
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a much bigger role, particularly in
the back half of the journey, then
348
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awareness ever did in the front.
Right. So whareness, confidence and trust
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are the three legs. Everyone knows
what awareness is. Confidences by leave that
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you can do what you say you
can do and that you're not exaggerating.
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Trust is is really existential. It
means that when our interests diverge, I
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still know that you'll treat me well, you'll do the right thing. The
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more trust you have, the more
confidence you have from your customer, the
354
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more likely there's they are to spend
more and the faster they will make a
355
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decision in your favor. Likewise,
and you this, unfortunately, the way
356
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you see it a lot is that
when those scores, when trust and confidence
357
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are low, takes forever to close
the deal. Yeah, this is actually
358
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one of the biggest problems at startups
have, right, because they haven't been
359
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around long enough to have created a
lot of trust and offits, and so
360
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the customers look at them as wow, this is really cool, like whatever
361
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it is they've created really cool.
But how there's a lot of risk,
362
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a lot of risk here, and
so they they sit on their hands for
363
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a long time, they take forever
to make a buy decision, which almost
364
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insures the failure of the startup,
right. So there's there's a little bit
365
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of a self fulfilling prophecy here.
It's one of the reasons why a lot
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of startups that are successful have as
their principle, maybe it's their founder,
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Babes, their CEO, whatever,
someone who already personally has a brand with
368
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a lot of trust and common offence
attached to I think that that was probably
369
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one of the things that happened with
proof is that even before we even thought
370
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about creating proof. I had developed
those kinds of personal relationships with people,
371
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high trust high confidence relationships. So
when we did it, people, when
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we did prove people were willing to
listen and people were willing to take a
373
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risk. At that time, five
years ago, it was really probably in
374
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retrospect, they were taking a risk
on me. Today it's not. I'm
375
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not it's not all about me at
all. Right, I mean we have
376
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a great team, we built great
products and it's people evaluated on that basis,
377
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together with our what our customers say
abouts. Right. So, but
378
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I would say that the other big
misconception here is what you touched on before,
379
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which is that this idea that I
can look for the impact of my
380
00:29:29.359 --> 00:29:34.160
investments in the next quarter, unless
you're talking about retail or something like that,
381
00:29:34.240 --> 00:29:40.440
with a really, really super tight
turn and sit now the feedback loop
382
00:29:40.599 --> 00:29:44.559
is immediate, or fairly immediate,
and the risk of the purchase risk is
383
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low, and so it's primarily emotional. But if you're talking about be to
384
00:29:48.680 --> 00:29:52.839
be right, this is just not
it's not going to happen. Time lag
385
00:29:53.079 --> 00:29:57.440
is a big, big, big
deal, right, and you are going
386
00:29:57.519 --> 00:30:03.400
to have to say, okay,
you know what some of this is a
387
00:30:03.480 --> 00:30:08.359
long play. I'm going to need
the analytics to prove it out. Otherwise,
388
00:30:10.200 --> 00:30:14.319
guess what everyone's going to think that
brand is just a huge reason to
389
00:30:14.400 --> 00:30:19.440
spend a lot of money unnecessarile.
So that is a misconception and some ways
390
00:30:19.519 --> 00:30:23.880
more of a misconception by the business
than it is about marketing from marketers.
391
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I think that the other big misconception
that the business has about marketing is that
392
00:30:30.319 --> 00:30:37.480
if we put an analytics platform like
proof into the equation, that the analytics
393
00:30:37.480 --> 00:30:41.680
are going to say that half the
spin is a waste or that it is
394
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being spent in correct incorrectly. I
think that what we see in time again
395
00:30:48.759 --> 00:30:55.400
is that marketing teams had correctly intuited. In many cases they're intuition in their
396
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experience right. They can't prove it
right, but they have correctly intuited what
397
00:31:00.319 --> 00:31:07.039
works. The twenty rule is alive
and well. Okay. So when when
398
00:31:07.039 --> 00:31:11.759
proof is deployed, what typically happens
is that the analytics show that roughly twenty
399
00:31:11.759 --> 00:31:17.799
percent, twenty five percent, maybe
sometimes ten or twoteen percent of the spend
400
00:31:17.920 --> 00:31:22.119
is suboptimized. But the cool thing
about that is is that you based on
401
00:31:22.160 --> 00:31:26.359
the analytics. You can eliminate that, right, you can correct it and
402
00:31:26.400 --> 00:31:30.000
you can correct it on an ongoing
basis as things change. So the amount
403
00:31:30.039 --> 00:31:33.640
of this is actually what that CMO
was sort of talking about. What he
404
00:31:33.640 --> 00:31:37.920
said, you know, this is
this means I'm never wrong, right.
405
00:31:37.960 --> 00:31:41.119
I mean he's joking, but sort
of not joking all the same time,
406
00:31:41.119 --> 00:31:48.319
because the ability to constantly understand what's
going on and make changes, make tweaks
407
00:31:48.359 --> 00:31:55.000
to it means that you're never going
to be caught out with a huge error,
408
00:31:55.039 --> 00:31:59.200
and so that there. There was
one situation with a customer about a
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00:31:59.319 --> 00:32:05.319
year and a half ago where the
finance team we presented to them. They
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immediately got it. They look,
you know, proof is totally in their
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00:32:07.720 --> 00:32:12.960
area. They totally understand it and
you could sort of see this little gleam
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in their eye right that they're like
to finally put the screws to marketing and
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00:32:17.680 --> 00:32:22.799
the marketing team was obviously very concerned. Right they were. They were kind
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of having a little freaked out moment. The analytics came back and that was
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00:32:28.640 --> 00:32:30.599
you know, that's usually about forty, five, sixty days later, and
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00:32:30.680 --> 00:32:37.200
that happens. It showed that there
was only about ten percent twelve percent of
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00:32:37.359 --> 00:32:42.880
suboptimized marketing spin. So now the
the marketing team is like kicking back in
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00:32:42.960 --> 00:32:46.720
their chair, you know, smoking
a cigar basically, and the finance team
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00:32:46.759 --> 00:32:51.359
was kind of sitting there going,
wait a minute, that's not the way
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00:32:51.359 --> 00:32:55.000
it was supposed to turn out.
But everybody agreed that that was point in
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00:32:55.039 --> 00:33:00.920
fact, the truth right, and
so it really changed the conversation at between
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marketing and the rest. Yeah,
that makes perfect sense. At the end
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00:33:05.279 --> 00:33:07.599
of the day. It's probably a
bit of to have the inten and discuss
424
00:33:07.640 --> 00:33:09.559
about it. You know, if
it's good, it is bad. If
425
00:33:09.599 --> 00:33:12.680
he's bad, do something about it. If he's good, and as the
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00:33:12.759 --> 00:33:15.359
boy it seeks so well, look, mark we we could of getting to
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00:33:15.400 --> 00:33:17.960
the end of the time, we
could have got on. I've got so
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00:33:19.000 --> 00:33:22.759
many it is such an interesting to
peak and there's so much psychology it.
429
00:33:22.000 --> 00:33:27.119
Again, I I did write down
the trust and confidence and the Tree Riggs
430
00:33:27.119 --> 00:33:30.680
and up. That's gonnect. The
Tring is probably I really love the technology.
431
00:33:30.759 --> 00:33:32.279
It makes so much sense. Never
also though about it befo. Also,
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00:33:32.519 --> 00:33:35.799
if it's one of yells. You're
really good with an energies, but
433
00:33:35.920 --> 00:33:38.319
you shot so much insight to business
students that I'm so thankful for that.
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00:33:38.559 --> 00:33:43.480
If anyone wants to carry on and
post you the conversation with you all speak
435
00:33:43.480 --> 00:33:47.079
about proof and and how your solution
could add them and the organization. What's
436
00:33:47.119 --> 00:33:51.079
the best way to get rid of
you? Well, I'm very active on
437
00:33:51.160 --> 00:33:53.640
Linke then, and if you reach
out to me we're not already connected,
438
00:33:53.720 --> 00:33:58.480
I will absolutely connect with you and
we'll have a conversation. They can also
439
00:33:58.519 --> 00:34:05.839
reach me directly on email. Mark
in a rk dot stus stou se at
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00:34:05.920 --> 00:34:08.719
proof analytics, and that's also our
Aur Url for the website. Right,
441
00:34:08.880 --> 00:34:12.920
is pretty analytics. That Ai.
So there's a lot of it, and
442
00:34:13.119 --> 00:34:16.679
I'm also on twitter. Right it's
Mark Stue is my handle on twitter.
443
00:34:16.760 --> 00:34:21.079
So there's a lot of different ways
to it. Well, right, and
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00:34:21.159 --> 00:34:23.320
thanks again for your time, mark, today's he was an absolute pleasure to
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00:34:23.360 --> 00:34:27.880
have you on the show. Hey, thank you so much. You've been
446
00:34:27.880 --> 00:34:30.840
listening. To be be revenue acceleration. In to ensure that you never miss
447
00:34:30.880 --> 00:34:36.000
an episode, subscribe to the show
in your favorite podcast player. Thank you
448
00:34:36.039 --> 00:34:37.039
so much for listening. Until next
time,
