Episode Transcript
WEBVTT
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You were listening to be tob revenue
acceleration, a podcast dedicated to helping software
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executives stay on the cutting edge of
sales and marketing in their industry. Let's
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get into the show. Hi,
you. Welcome to be. To be
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a riven ax iteration. My name
is Nim with you and I'm here today
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with Tish mills up from rivenates.
How are you doing today, Tish?
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I'm doing great. Ray, I'm
excited to be here with you today and
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talk about marketing. That's lovely.
Before we get started, it would be
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very, very useful if you could
introduce yourself, as well as your company
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and your road. I guess we're
in Rivenate to our listen us, so
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can you show if you was about
on that place for us? Sure.
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Sure. I'm very passionate about be
tob marketing, and part of the reason
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I got very focused on bb marketing
is that you marketing can seem kind of
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fluffy and be to be, especially
demand generation was really about helping drive the
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business and I learned a lot about
marketing it really big companies, and then
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I worked at some smaller companies as
well, and so I started my company
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about five years ago and I wanted
to focus specifically on kind of creating that
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connection between what is marketing doing and
how do we drive revenue for the company?
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And I really focus specifically on companies
are in these hypergross stages. They're
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usually ready to invest a lot of
money in a marketing but they need to
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build out the infrastructure, and so
we focus on the people, the processes
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and the technology to help companies grow
fast and create that connection between. You
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know, okay, I spent a
dollar in marketing here. How does that
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drive revenue? How does that make
the cash as sharing? And it's not
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always easy to create those connections,
but it really does require that you build
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out the processes within the organization and
you build out the technology, and that's
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what I'm really passionate about. Okay, and I guess the name of the
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company, rivenate, is a mix
of revenue and generates exactly. Yeah,
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what's that's that's the lovely name.
I like it. What. Thanks for
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that, teash. I mean you
have recently shared with US naughty cold where
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you've been pointed five consideration that any
eye gross marketing team should put in practice
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to optimize the marketing of fault,
but also to l them achieve that growth
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objective. Would you mind thinking as
shroduce fife consideration and show some sorts about
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them? Is Yeah, yeah,
so I've been doing this for a while
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and there there's there seems to be
some themes that have occurred over and over
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again with with the clients that we've
worked with. And so, you know,
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wrote this article because I was really
thinking about okay, what are the
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sort of key things that we need
to make sure that we do with every
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client? And the first one is
going ABM. So account base marketing is
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really hot. Everybody's talking about it, but the fact is the days of
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high volume demand generation are over.
You know, for years. The Click
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rates on advertising campaigns are going down, the email open and click rates are
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going down, and I was starting
to feel a little bit like I was
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a spammer, you know, because
we are. It was all about like
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shoving things into the top of the
funnel and then just trying to figure out
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how to make a convert. And
we're kind of in a new day of
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marketing, which is is let's get
really targeted, let's get really focused on
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who is most likely to convert and
stop blasting the universe. The problem is
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that ABM is highly manual and you
really have to commit to it and be
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very, very detailed on not only
just the accounts that you're going after,
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but who are the accounts that you're
going after? Who? What are the
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contacts of the personas that you're going
after in those in those accounts, and
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what are their specific pain points?
But at the end of the day it's
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really worth it. I'm running some
pilot campaigns now and and the kind of
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I mean we're seeing like a forty
percent conversion rate to demo request and,
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you know, compared to some of
the batch and blast stuff that this particular
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client was doing before that had like
a three or four or five percent conversion
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rate. Is just really worth it
to do the work up front and be
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much more tame, more, much
more strategic about who we go after.
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So that's one is. You know, just I teach an ABM oneonone class
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and I've been coaching clients now for
a while on how to do ABM.
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So just really rolling up for sleeves
and getting involved with that is tough.
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It's not those what we find it
quite complex actually is the fact that they
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will also be that there is a
requirement of communication between cells and marketing that
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that process glued. So marketing will
have the ads, cells will push to
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Siddes, but sells we also get
the feedback and that's continual type of fine
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tuning. I guess that is also
important. But you are right. ABM
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is is a fantastic concept, definitely
something that walks, but if you want
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to achieve the faulty person conversion that
you discuss, you definitely have to roll
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your sleeves. That we appreciate that. Yeah, and MS sales people have
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to be completely on boarder, exactly
right. I mean I said this week
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when I was going over a target
account list with some reps, I said
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I want you to look at this
list and I want you to be to
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think of it this way. If
you got a lead, a hot lead,
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from one of these companies, I
want you to feel absolutely delighted and
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excited and if you would not be
excited to get a lead from that particular
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company, let's not have them on
the target account list. Appreciate that's a
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that's a good way to go.
A lot it. I mean we've done
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all the upfront work on deciding what
the first list look like. We you
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know, did a ton of analysis, figured out what the target market look
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like, eliminated a lot of industries, did all the stuff, but at
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the end of the day, I
want to be completely aligned with the sales
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rep and so they have to be
excited about their list too. So the
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second thing that we I was I
think about a lot, is building for
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scale. Is like really making sure
that your infrastructure is set up for this
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high growth space. And this is
really specifically about the technology. But I
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want to also's caveat that by saying
you can't overengineer it either. I mean
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you're you're going to be growing fast. You don't know what Your Business is
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going to look like in six to
twelve months. That's because you're in this
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hypergrowth phase. So you do need
to build out the fundamentals of your of
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your marketing technology stack, but do
not get distracted by a bunch of bells
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and whistles and little tech, little
pieces. You need the basics. You
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need to make sure that you're marketing
automation platform is working, that your crm
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is working, that your website is
best in class. And then there's thousands,
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literally thousands, of other tools out
there, but a lot of the
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Times that they're just distractions and they're
not going to really drive your business.
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So you want to really exploit your
your tool set that you have. So
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I can't tell you how many times
a client has come to me and said,
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Oh, I think we should get
x, Y and Z. I'm
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like, well, you know,
the tool you have already does that,
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so why don't we for the functionality
that's within the tool you already have before
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for buying another tool? And that
really if you if you reduce your tool
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stack. I mean even the smallest
companies. I work with Ray. They
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have ten to twelve pieces of technology
in marketing already, and I was looking
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at Cisco's marketing technology stack. They
did a infographic on their their marketing technology
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steck. They had like forty,
five or fifty pieces of technology that they
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use. It can get complex really
fast. So trying to keep it simple.
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Don't buy shiny object things and try
to implement them. Try to use
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the tools that you have and make
sure that you're getting the basics in place.
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I'm really lucky I work with some
great technologists who really get it and
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they understand that we need to be
able to track the Roi. We need
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to be able to track the funnel. We need to understand the source of
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where the pipeline is coming from and
how to implement those things in the easiest
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and simplest ways possible. It's still
difficult, I mean you still have to
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do a lot of work, but
we try to keep it as simple as
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possible. Yeah, that makes perfect
sense. So the third thing that I'm
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really passionate about is outsourcing, since
sensibly, and this is if you're going
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into hypergrowth stage, you definitely need
to think about what your team is going
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to look like right now and what
it's going to look like six to twelve
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months from now. But the fact
is, marketing is a very complex function.
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I mean there are people who have
built their entire career around just doing
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seo or just doing paper click or
just being a web designer. Every single,
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you know, subfunction underneath marketing is
very complex and requires a lot of
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skills that you simply can't bring all
those people on board. You can't hire,
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you know, an expert in every
single one of these areas. But
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at the same time, if you're
going into a hypergrowth stage, you really
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need expertise, you really need people
who know what they're doing. You can't
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be guessing, because you're guessing about
where your business is going to go.
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You're taking a lot of bets on
what the future is going to look like
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in general. You don't want to
take a guess on, you know,
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am I building my website right for
Seo? So I really recommend, you
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know, looking for people who are
experts in their field and bringing on individuals
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to supplement your team who should be, you know, a great team of
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high powered, talented marketers, but
you know, who may not have specific
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expertise in areas and you have to
make decisions about what's going to be in
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house and what's going to be a
contractor. It's about makes of this scators
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race like. It's like breading any
team. When you've got complexity, is
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good to have people that can match
ship different skin sets, different type of
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individual ptentually people coming with best pructices
as well. I do agree with with
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you say bringing some mixedpel people that
just focus on one thing and have lots
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of experience around that things and putting
that work together can just can just get
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success ulricity and I've no doubt that
you know, my clients have great,
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smart people on their team and they
can learn how to do a lot of
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things, but sometimes it makes more
sense to be able to move a little
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bit faster and with a lot more
certainty if you bring on an expert.
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And sometimes it makes sense to to
let somebody on your team's learn, you
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know, roll their sleeves and learn
how to run paper click campaigns or build
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out a website. You have to
make choices, is what I'm saying.
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There's always there's a lot of tradeoffs
in that area. Yeah, so the
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fourth thing I want to talk about
is building your database, and this is
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so fundamental to being able to do
anything in terms of marketing. You have
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to have the names in your database
and you have to have nurtured them.
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They have to know who you are. So, for example, if six
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months from now you want to do
a road show series of events and six
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cities across various countries or in various
cities in the US, if you don't
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have a database to support that,
you just can't do it. You they're
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not going to show up, nobody's
going to come to your event if you
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haven't acquired the contact six to twelve
months in advance and nurtured them and let
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them know who who you are and
why they should come. So it's really
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critical that you build your database and
you have to do it very thoughtfully,
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kind of. Let's think back to
the ABM thing. Who am I bringing
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into my database and need to make
sure they're absolutely sure that there the right
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contacts, and there's basically three ways
to acquire contact and if you're in a
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GDPR come country, it's even tougher
for you. But you can go to
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events and if you go to events
you generally get the list and and the
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contact information. You can load those
people up. Those are great contacts to
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get because you know that they are
alive to say that, but sometimes when
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you acquire contacts you don't know whether
the real people are not, but they
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came to the event. They're basically
interested in something in your space. And
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the second way is through paid media
channels, so that's going to be your
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paper, click campaigns, your content
syndication, all that sort of stuff,
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which can get very expensive, although
I would say events are more expensive.
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And the third way is using a
vendor like discover org or dnb to acquire
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email addresses and bring them into your
database, and I just would be very
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careful with that it's a great way
to do it. It's cost effective,
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but the answer to your database problem
is to not to just load tens of
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thousands of email addresses from one of
these big database into your system and start
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blasting emails to them. You need
to be very, very careful about what
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account see, you go after and
specifically what addresses we cover. And for
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my team we do. We do
a hand scrub on a lot of these
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lists, so we'll actually hand go
through the last line by line and say
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yes now, yes now, yes, now, on who we bring in
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and make sure they really aligned to
the the clients personas. Yeah, one
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of the thing that we we try
to influence when we when we walk with
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our clients. As you would imagine, for what we do, we do
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touch a turn of contacts on the
baby a monthly based on the quarterly basis.
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So we are probably a cleansing tool
in a way. But I think
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cleansing is one thing. You know, making sure that Tish is tissue,
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making sure that I email is Emil
address, making sure that function drop play
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tool and everything is still but up
can see my script is is one thing,
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but what I also think is very
important is the segmentation. You mentioned
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the point of you've got to trade
show you want to do a compaign,
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and what we try to do with
our clients is to influence them to have
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a bit more of more foundations around
the segmentation. So we are asking them
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questions such as, okay, what
sort of compense would you want to run?
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Would you want to target that job
function in that verticlar that industry,
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in that country or in that state? M We did not be great if
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we could get those filters and we
could come up to a list of fresh
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contacts that are absolutely on target,
so we could do macro compaign and the
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reason why we push that is funnos
of thing that you mentioned. We see
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GDPA. So for us is extremely
important to be a relevant to the person
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now, so the contract that make
is key, but that segmentation being able
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to being able to almost false see
the type of complex you will want to
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run and eat that segmentation properly so
you know that in the future you will
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be able to filter very quickly and
get access to fresh data and not have
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issue. Is that data is also
key. But funny enough, we actually
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struggle sometimes to get into the level
we would like. It to be with
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points and six months on the line
desk us to a company and what I
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go? We actually don't have that
data. We come filter to that level.
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So we'll have to do some extra
data work, if you will,
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to get to that level of quality, which is frustrating, but there you
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go. It's so funny. I'm
working on a project right now and it
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kind of comes back to my second
point, which is built for scale,
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and part of that is some really
tedious work around job title normalization and persona
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matching. So what we're doing right
now is we're looking at the vast world
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of job titles that they could go
after and we're creating these buckets of groups
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saying, okay, these titles are
all kind of similar, these titles are
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all kind of similar and they all
map to one of our key for personas.
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But what we're doing is we're implementing
it in a way that it will
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be in the database, so we'll
be able to if you said, oh,
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I'd really like to run a campaign
to Persona A, this company is
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going to be able to go in
and pull all the contacts that they have
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that are related to persona a so
that you can have an outbound calling campaign.
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That is all very similar, talking
to the similar kinds of people who
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have similar kinds of pain points.
But if you don't do all that,
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to your point back in data work, you're not going to have that accessible
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to you when you need it.
And so being able to think ahead about
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what's important in terms of the infrastructure
and what isn't important. It's not something
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that everyone thinks of in terms of
doing this process of job title normalization,
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so that you can have that.
It's also going to give them the ability
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to look at all of their programs, their email programs and their advertising programs
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by persona. So who's responding,
who's WHO's interested, who's engaging? Is
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it persona a or is IT PERSONA
BE? Is Persona be, you know,
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engaging with these kinds of campaigns and
these kinds of messages and not these
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kinds of messages? So we have
the ability, because we've done this multiple
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times, to know that that six
months from now you're going to want to
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be able to do things by persona. But not everybody knows that from a
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and it stops them when they when
they come to wanting to do a campaign
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like what you're talking about, because
they had. They're like, oh wait,
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we have to stop and build the
stuff all out. Yeah, some
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things that they mean visited yet sets
is saving the enough time in the FIUD
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show. So yeah, insights,
so that you have it. So I
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do want to say one more thing
about building your database is that in the
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last couple of years something that has
become really prominent is using intent data,
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buyer intent data, and there's a
few vendors out there doing it. Bambara,
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the big willow tech, target,
kick fire. I don't have that
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much experience with them, but what
these guys are out there doing is they
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are able to track people's activity on
the Internet and understand, from an account
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level perspective, who is in a
more active buying cycle. So they have
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all these keywords and they understand who
is searching on which keywords and who is
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showing in it an abnormal amount of
searching. I hope I explain that well.
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Did it? Is that clear what
that is? Intent data? I
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think it makes sense. Yeah,
yeah, so this is super exciting because
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instead of pulling a cold list into
your database, you're able to actually go
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and see who's an active buying cycle. So I might take my target account
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list and send it to a an
intent data provider like Bumbara and say who
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of these accounts are actively showing engagement, and then I would acquire contacts for
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just those accounts and start marketing to
them. And we have been seeing some
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really exciting conversion rates from this because
instead of, you know, pulling in
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somebody to your database who you have
no idea is in a buying cycle or
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not, they may not have an
initiative or project going on for your particular
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product, versus somebody who does,
and it's just it's been really excite.
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Will like pull a bunch of contacts
into the database on a Monday night and
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then we're blasting out an invite to
a Webinar or part of our nurture program
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the next day and we are seeing
people from this list engage with that content
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and sign up for the Webinar and
download content immediately. It's so dramatically different
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than you know, just cold lists. So I would really recommend people,
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as you build your database, start
accessing these intent data providers whenever looking that
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then well, that's leaves. This
was a fifth consideration. So this is
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really about messaging and testing your position
in the market place. And making sure
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that you're very, very clear about
who you are and what you do.
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And a lot of these companies,
especially if you're moving into a new market
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place, it's very busy, it's
very crowded, there's a lot of messages
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out there every day and you you
have to be very clear about what your
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value proposition is and what your key
messages are and you have to make sure
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everybody in your organization is speaking the
same language and that they're using the same,
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exact same key messages when they talk
to the market. It's just too
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confusing and if you're trying to break
through into a new space, you're never
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going to be heard if you don't, if you're not all working in concert.
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I talk to my clients about think
about it this way. If I
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had a dozen apples and each one
of those represents a message and I threw
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all dozen that you at once,
you'd probably wouldn't catch any of them.
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You just we go. You know, my God, look at all but
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if I throw one apple to you
at a time, you're probably going to
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catch it. And you need to
think about your messages the same way as
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like, okay, this is the
message that we're pushing pushing in the market
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place right now and you need to
make sure that everybody is saying the same
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thing and it's one of those process
things. So that's one of the things
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in my business. I talked about
people, processes and technology. You need
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to have a process across your organization
to communicate this is what we're saying to
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the market place. Let's all be
in lock step. Yep, I think.
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I think that makes that makes for
lots of sense. Actually, we
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did recalled a butt guest just the
bud that topic a few weeks ago about
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making sure I've every buds in the
organization. You wishing just a misshe everybody
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didn't the organization. He's a truly
going after'll the same, you know,
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representation of the company and saying the
same thing makes sure that you make sure
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that the message is uniform. But
also it's a way to inform your colleagues
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and inform everyone within the business that
this is what the company is doing,
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from the accompliable to the cells person
to the marketing person. If everybody on
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those list a message, it makes
things much easier for outsiders or anyone,
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any soft party, could be a
supplier, could be a client, could
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be a vendor that you walk with, but really get that around your very
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proposition, how you go about it. As we as an outsourcing company out
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of arctics. I would like to
come back to the soft point, the
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sub consideration, which is a rout
sourcing. I'd like to pick your brain
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up about, from your perspective and
your experience of old sourcing, what are
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the pros and the comes of of
outsourcing? I appreciate what you are saying
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about you know, some of the
pros would be having experts, people that
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do it. They in the out
potentially a best of great type of relationship
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with the people at really on that
subject, but if you could expand a
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little bit more on the present consolutely. Well, I think one is definitely
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the expertise to is the speed versus. You know, you can just move
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a lot faster if you bring a
vendor or contractor into play who's already an
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expert net can just plug into your
team. And if you're in a hypergrowth
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stage, it's all about speed.
So that is a very important thing.
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I think our so just having the
continued flexibility so you know you don't know
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what Your Business is going to look
like from six months now and hiring full
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time people and your organization just may
not make sense. So you may change
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whatever you're testing or whatever market you're
trying to move into may not work out
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and then all of a sudden you
have to do layoffs and things like that,
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and that's not pleasant for anyone.
No, that's one thing. I
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think also just how many think?
How many balls in the air do you
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do you want to be juggling?
And sometimes it's just easier to take one
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of those things off the plate and
say, okay, I have an expert
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who's handling that. It's an about
executive attention. That's kind of what I'm
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trying to say, is that,
you know, you really have to decide
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where you're going to place your emphasis
and and what makes sense. And I
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would say I want to kind of
make another note about flexibility. I was
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thinking about copywriting for one of my
clients. So I usually recommend that you
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know you have outsourced copywriters and you
have three or four people. You know
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that you can send different projects too
and things like that. But sometimes,
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if you are in a highly complex
buying cycle, you have a highly complex
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product, it makes more sense to
have those people internal to your organization.
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So for this particular client because of
the high level of complexity that the writers
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going to have to really understand.
I said, for you guys, I
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think you need to hire some internal
things. You do have to make those
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choices as well, thinking about,
you know, do I need to have
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this knowledge in house and do I
need to have that kind of relationship with
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somebody where they're really just a hundred
percent dedicated to me? So that's one
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of the things I think about when
deciding with it out source as well.
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Okay, well, good Bob.
I think it makes a lot of sense.
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I think we obviously, because we
are not outsource and we also activities.
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We believe in the concept of allt
sourcing. We do believe in the
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concept of insourcing. So sometimes it's
about in sourcing our resources within our clients
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environment, which is probably what you
do, as well as having a lots
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of interaction with the clients, because
for us, we always say we want
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to be an extension of your team. Yeah, business model, the way
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we walk, the way we think, the way we want our relationship to
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be, from negotiation at the outset
of having a contract to the the kickoff
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of the program to the running the
program needs to be a relationship of almost
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colleagues. If we start us really
if we start to have a relationship supplier
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clients and, you know, pulling
brings, it becomes difficult. So I
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think that unity in between the team, potentially getting our clients to engage with
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our resources to make sure that,
you know, from from a mindset,
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from a culture, from a way
of walking perspective, things are clicking nicely
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between individuals, between new mendings and
they will laundry working together. It's actually
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very important the skill set of all
guys. We check that, but making
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sure that culturely, they will fit
that organization, making sure that culturely,
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they will walk well with our ones. It's extremely key. I can't agree
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more and I think you're you really
what makes a great outsource solution is absolutely
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about this kind of it's not you
have to check the box on the skills,
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absolutely, but there's something else about
having somebody who feels more like a
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partner and that is kind of feels
a little bit embedded in the organization.
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I feel very imbedded with my clients
and that's the kind of service that we
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provide too, for very much an
extension of their team and that's the kind
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of outsource solution it's going to really
benefit your business and not feeling so much
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like it'sis this transactional relationship. Now
completely agree with well, I've got one
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last question for your teacher. We
spoke about it's more important. You mentioned
368
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to me it's more important to be
clear than it is to be innovative.
369
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Okay, and also the fact with
the concept that it's from them and tool
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for everyone to be aligned on the
same message, which we discuss as a
371
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few nuts. Oh, can you
make shut up, marketing says, and
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I guess you'll be Dal to you. Those are the people are really just
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them effacing or on the same page. So I don't mean to not say
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you shouldn't be innovative and differentiate yourself
from from other your competitors and things like
375
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that, but I just think it's
so much more important that you be lear
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sometimes I feel like when we're doing
messaging work, that people are seeking this
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holy grail of messaging that's going to
be, you know, just break through
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the market place, and sometimes it's
just seriously making sure that everybody is saying
379
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the same thing in the same way
and that that's going to really make your
380
00:27:51.549 --> 00:27:56.190
value proposition clear to the marketplace and
speaking of the BEDR team and and being
381
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in alignment with them, I think
it's a three step process and it's really
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dependent on marketing being very transparent with
the BEDR team about what's happening. So
383
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I always recommend three things. One, we do a presentation at the beginning
384
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of a quarter and that sort of
gives them a high level overview of all
385
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the campaigns that are going to happen. What are the expected results of those
386
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and you know any sort of concerns, you know things risks to the plan.
387
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You know if things don't get funded
or things like that. Second thing
388
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that we do is a either a
weekly or an every other week meeting with
389
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this and this is much more like
focused on what's going to be happening immediately.
390
00:28:33.960 --> 00:28:38.119
So we usually do a briefing on
what happened in the past week and
391
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then what's coming up in the next
week. So what are the offers that
392
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are going to be going out?
Anything new that's happening, and make sure
393
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they're really clear on that. But
the third piece of that is probably the
394
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most critical thing, because salespeople are
very busy. They've got a lot going
395
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on. They're very driven, they're
trying to make the number and what you
396
00:28:59.220 --> 00:29:03.380
really have to do is support them
in the moment they're they're having that conversation,
397
00:29:03.140 --> 00:29:07.420
and so that means when elite comes
to them in their system, they
398
00:29:07.539 --> 00:29:12.009
need to be able to click on
that lead quickly see the campaigns that that
399
00:29:12.410 --> 00:29:15.049
had, that lead has participated in
and be like, Oh yeah, they
400
00:29:15.089 --> 00:29:18.289
talked about that this week or oh
yeah, I remember that from the briefing
401
00:29:18.329 --> 00:29:22.769
at the beginning of the quarter.
Be Able to click into those campaigns and
402
00:29:22.930 --> 00:29:26.759
understand, you know, what the
asset is or whatever the offer was,
403
00:29:26.559 --> 00:29:30.920
immediately. While they're there. They
also need to have, you know,
404
00:29:32.160 --> 00:29:36.720
some insight into who this persona is
and they should have already been trained on
405
00:29:36.920 --> 00:29:40.710
what the different personas that we are, that we're going after and what they're
406
00:29:40.829 --> 00:29:45.269
key pain points are, so that
they have all that information and when they
407
00:29:45.390 --> 00:29:48.829
pick up the phone, that is
all visible to them and it's all,
408
00:29:48.029 --> 00:29:51.670
you know, just a couple of
minutes they can kind of get up to
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speed on everything around that particularly.
So I really think it's a three step
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process to make sure that we have
given them them the information that they need,
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both at a high level and in
the moment when they need it.
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00:30:03.819 --> 00:30:08.809
Thanks for that fish. Unfortunately we're
getting to Jenofull conversation today and it was
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a pleasure looking to you, but
at this point of the podcast will was
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00:30:12.930 --> 00:30:18.930
asked our guests to let us know
how audience could get in touch with you.
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00:30:18.170 --> 00:30:21.799
So, Tishue, what's is the
best way to connect with you?
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00:30:22.200 --> 00:30:26.039
So you can definitely connect with me
on Linkedin. I'm tishnels up at Reven
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00:30:26.079 --> 00:30:30.200
eate and I also you can email
me at tissue at revenate Marketingcom or you
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00:30:30.279 --> 00:30:34.750
can visit our website, reven eatecom
and fill out of contact us for me.
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00:30:34.829 --> 00:30:38.309
I'll get back to you. Well, Tish, it was fantastic hating
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00:30:38.309 --> 00:30:41.710
you on the show today. Thank
you again for your participation and we speak
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00:30:41.710 --> 00:30:45.470
to USOO well. Thank you very
much. It's been great talking with you
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00:30:45.549 --> 00:30:52.059
all. operatics has redefined the meaning
of revenue generation for technology companies worldwide.
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00:30:52.059 --> 00:30:57.900
While the traditional concepts of building and
managing inside sales teams inhouse has existed for
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00:30:59.019 --> 00:31:03.779
many years, companies are struggling with
a lack of focus, agility and scale
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00:31:03.180 --> 00:31:10.930
required in today's fast and complex world
of enterprise technology sales see how operatics can
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00:31:11.009 --> 00:31:17.210
help your company accelerate pipeline at operatics
dotnet. You've been listening to be tob
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00:31:17.369 --> 00:31:21.880
revenue acceleration. To ensure that you
never miss an episode, subscribe to the
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show in your favorite podcast player.
Thank you so much for listening. Until
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00:31:26.000 --> 00:31:26.400
next time.
