Episode Transcript
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You're listening to be tob revenue acceleration, a podcast dedicated to helping software executives
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stay on the cutting edge of sales
and marketing in their industry. lets get
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into the show. Welcome to be
tob revenue acceleration. My name is Dan
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See Brook and I'm here today with
Rock Hughes, VP and head of marketing
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for EU at automation anywhere. Morning, rob how you doing today morning there
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very well, thanks our first say
of official lockdown. Everybody starting to face
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up to the challenges of this.
Now I'm planning on growing a beard and,
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as being a it's never been a
better time. So you know,
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we're trying our this, but first
day and everybody's everybody still buoyant at moments.
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So really absolutely nothing. We're all
in the same boat together. I
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would say that I would try and
grow a beard, but I think I'm
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going to need longer than three weeks. So so I don't think I'll go
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down that route. But hopefully we
can know with this podcast provide some some
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some content ands and some easy listening
for people to receive when they're not head
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down at work throughout the day.
So the topic today, rob is,
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is around marketing and markets. Never
Forget your why. But before we get
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into that conversation, could you please
introduce yourself to our audience and give us
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a feel for your company and automation
anywhere? Sure so, I run marketing
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for Europe for automotion anywhere. I
joined the company from an analyst background.
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I was in the analyst community for
fifteen years and automation anywhere came around,
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as all vendors do for all emeralst
houses. Everybody Pitches Your Business and tries
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to gain some insiders to had a
game, pit competitive advantage and understand what
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the markets doing and where the opportunities
might lie. And our PA came along
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as a sector really and it was. It's one of those technologies that I
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couldn't find a business hole in as
to why we wouldn't do it or why
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company wouldn't start to automate or be
forced to automate. You know, the
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macro environment is driving us to be
much more efficient. I mean this recent
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issue with the with the virus and
so on. It's just emphasize that even
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further. But you know, you
have to have some kind of straight through
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processing goals in place. Otherwise we're
not going to get to, we're not
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going to be able to deliver the
services and the products that customers and our
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partners and our ecosystem is used to
delivery with the same amount of people.
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So as the the world population begins
to peak, we're going to end up
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with a lot more old people and
a lot fewer young people to do the
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work, and so we'll have more
people to serve and less people to do
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the work. That's one of the
macro drivers around it, as well as
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companies like Amazon and new digital native
organizations coming in and changing the way that
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businesses are run. So, after
fifteen years of listening to lots of business
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pictures, I work up one morning
and said Ourpa is the is going to
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be the future, and I've got
to the side, whether I talk about
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it or whether I get involved with
it. And I got involved directly with
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automotion anywhere. So automation anywhere is
one of the leaders in the marketplace and
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at that time it was still one
of the leaders in the market place.
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It seems years ago, but it
was only three and a half years ago
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that I joined, and I joined
because of the vision of automotion anywhere in
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any new technology organization that I think
the leadership of the leading companies within those
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those markets. It is critical to
define who's going to be the thought leader
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in the space. And I joined
automotion anywhere because I believe in the vision
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that the company has and I believe
in their in the leadership, their experience
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and getting us the vision. So
that's a little bit about me and a
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little bit about the company. Yeah, and I guess marketing in a high
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growth sector like ourpa brings a lot
of different elements to it. There's a
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lot of different challenges. There's an
element of maybe not creating a category but
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kind of reinventing your category around automation
and and and that sort of message around
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intelligent automation. So from marketing spectrum, I'm sure got your hands full.
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Now, Robin A, in recent
conversation you've been telling us that you are
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a strong advocate of the transactional approach
marketing and actually that's all about making your
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communications, your campaigns, your messaging, ensuring it's a line to your companies
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overall mission and values. Now,
can you elaborate on that further for our
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audience and tell us what tell us
by that and also give us a feel
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for why marketers need to really keep
their kind of corporate and an individual why
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at the forefront of their mind when
not sure. And I think, and
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you know, the transactional bit that
you mentioned there is important, as it's
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the transactional components that we build out
marketing, and by transactional I mean we
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do an event, we run a
whip and are we run some contents,
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indication we just placed as these are
all levers and they're all transactional components to
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get us to where we need to
get to. But I see, I
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come from a predominantly a sales background, quite high level sales, quite big
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deals, advisory type work rather than
product so you're almost having to invent your
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own pitch. You're, you know, in the information space. It's all
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about the stories that you tell,
and that's why marketing sits so comfortably with
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me, because in that consultancy space
you kind of have to create your own
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marketing in your own ideas, because
you're selling intellectual property and in reality and
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you're selling a vision. You're not
selling something hard or a product or a
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something that's can touch and feel and
use. You're selling an idea, approach,
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advice, etc. That offered me
a suppose a different approach to the
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marketing component and saying when I stepped
up a step back from what marketing this
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traditionally doing, which is supporting sales. And we've heard this terminology around market
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led organizations and marketing their companies and
so on, and but nobody, not
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nobody's the wrong way to put it, but very few companies seem to adopt
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that and run their marketing organization built
on insight data. They they based it
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on lots of transactional data. This
event really work for me. I ran
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a Webin are around it and we
ran a blog at the end of it
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and we ran a whole lot of
transactional meeting maker type of functions. For
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us, that's those those transactional components
add up into a program and the program
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was focused around certain things. That
might be focusing on your target account list,
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that might be displacement, it might
be a number of different things,
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but that program will run. For
most people call that a campaign. Our
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campaigns actually run annually. So the
annual idea is that we and we work
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in vertical so we look at vertical
markets, we understand those markets, we
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understand our target accountless within those markets. We understand how we need to get
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to them and we spend around six
months every year just gathering data to make
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sure that we understand we're aiming our
sales team at at the right functions,
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at the right opportunities and at people
who want to engage with us. The
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idea of the why, and you
know why this is important, and having
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an overarching umbrella around this allows us
to take every of the transactional components and
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put them into the programs that are
required and then run those programs in line
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with the specific campaigns. But it
allows us to all, I'm very closely
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with sales and we don't marketing doesn't
hand over to sales, and I think
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that's the same and most organizations actually, and that you know, if you
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think about how marketing influences a specific
person, let's say it's a buy or
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an influence or it just a user, developer, whatever, from the moment
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they are exposed to your brand,
from that very first touch point, they
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could pick up a newspaper and read
about you, they could download a white
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paper, they could go on to
the website, whatever it might be,
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the moment they touch your brand,
until really that moment that person disappears out
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of your ecosystem. It's marketing responsibility
to influence the messaging, make sure that
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they have the information that they need, make sure that ourselves organization is aligned
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to be able to give them what
they need when they need it, and
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if we tie it into the overall
campaign, we understand their work world a
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lot better because we're listening to them. The programs are aligned for our business
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goals and the tactics are put together
to be able or the various tactical approaches
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are put together in line with the
overall achievement of where we need to get
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to. So sorry for the the
confusing explanation, but hopefully that gives you
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an idea of why we look at
the the why you have to figure out
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why we're doing this in the first
place. Understand that we own the customer
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from beginning to end and every single
time we touch them we have an opportunity
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to either influence them one way or
another, either positively or negatively, and
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our job is to own that whole
jour jurney from beginning to end, and
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every transactional touch point that we have
has to be part of a wider story.
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So that they don't feel as if
there's multiple message is coming from all
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over the place and then also allows
us to walk our sales team in and
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support ourselves team through the whole lifetime
of the customer experience, whether that the
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one off purchase or whether it be
twenty year relationship. It's our job to
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help sales and and and help customer
support and services and everything else that the
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business touches with our customers. So
when we're talking about the transactional pieces adding
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up to the Y, that's kind
of the approach that we take. Okay,
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that's really interesting take on sort of
building relationships with customers out of interest.
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Does that approach remain the same both
to new prospect and also existing customers?
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Or would you? Would you,
based on that sort of process you've
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just described, their take a different
approach to marketing to your distant customer base
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versus new prospects for that position purposes? Yeah, I mean you prospects is
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there's always a different it's a different
ecosystem. The problems over, the problems
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that Compani s face always the same. You know, a lot of us
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get hung up on how will we
do on the Gardener Magic quadrant? Or
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wards we've received, or how many
times were number one on whatever quadrants and
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how many times were mentioned. Then
then we tend to go to market and
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jump up and down and say look, one hundred and one one and we
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could all these posts. I think
you know quite often companies are way to
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focus on what they do and not
enough focus on what the outcome of the
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markets that we're serving is. And
we've got to relate our products and services
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to solve that problem, not walk
in and say look, we build robots
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as and they're cool. So I
think all organizations are struggling with this idea
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that product, the product, is
going to sell it for you, and
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I see a lot of marketing.
We're selling is happening in the marketing process.
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Now it's really about supplying companies with
the information they need in a professional
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manner that they trust your source and
say these are, this is a company
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that I want to come and talk
to, whether that's a prospect or a
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customer. With a customer you should
have a lot higher level of trust anyway,
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and the message should still be the
same. It's about solving problems for
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the customer. It's not about the
product. Now the channels that we use
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and noise will be different depending on
whether it's a prospect or a customer,
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because you can swamp your customers with
too much marketing information. You have to
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have a very different type of approach. It maybe abm one to one or
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a depending on the company, maybe
one too onto few. So we tend
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not to look at different strategies or
different messaging. The messaging should be the
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same. The message you should be
a lot about customer outcome and success.
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It shouldn't be a lot about our
product and I think that that shouldn't differ
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between customer and prospect. But we
can tell the stories coming from customers.
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We we use a lot of a
user case studies and so on, and
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sometimes we have to anonymize them.
But it's really about the Oddi of the
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possible, because they in our market. As you said, it's a new
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market. We kind of I don't
like the idea of creating the market.
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I think it's the wrong way to
put it. stears me if I'm on
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this, but it's much more about
adapting to the market and leading it from
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the thought leadership perspective, as this
how we try to see it with a
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surf and not the wave, the
waves behind us and we're trying to stay
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on top of the ways to make
sure that we can see what's coming.
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Yeah, and I think that's an
interesting take in it. Regarding your market,
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I mean I think the idea around
automating things, in automation in general,
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has has has been around for a
long time, but OURPA is kind
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of the next phase of that and
how I agree. I'm not sure you're
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having to completely create a market.
I think the market is people believe the
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markets are. It's kind of about
reinventing it and bring a new, intelligent
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version of automation to the forefront of
people of mind. Now you're talking earlier
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on in our conversation around your transition
from a from a sales background into more
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of a consultancy and analyst area through
tractually joining automation anywhere in the marketing team,
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and I think you spoke about the
fact that you joined them because it
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was a case of do you keep
talking about it or do you get involved
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in it? And I suppose the
reason you go involved in it you really
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believed in in the technology and the
impact that you're having on on on businesses
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and on people's lives. Now that
that's an interesting taken, an interesting journey.
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I'm sure a lot of people can
relate to that. How from your
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perspective, how important is it for
people to join the company that they can
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personally relate to, from a from
a mission or vision perspective, or do
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you think it is possible to actually
that sales marketing professional? Perhaps I don't
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care and it's just about they see
a big opportunity to and a lot of
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money for EACHAM for example. Do
you think it's really about doing something that
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you deeply care about? Yeah,
that's that's a great question. And and
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you know it's weird as you get
all the different things matter to you.
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When you're young, you know the
M series cars the biggest focus in your
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life as a young man, let's
say. But as you get older,
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you know it, you start to
realize that once you get stuff and you
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know this is what it goes way
beyond marketing and sales. This is how
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we love our life. You know, you realize that the more stuff doesn't
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make you happy and it's the little
things that you want to work towards.
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And you know, I've been lucky
enough to be pretty successful in a lot
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of companies and with fantastic people around
me, the analyst community, surrounding me
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with PhDs and brain boxes that I
I'll never ever have that opportunity again,
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with the professors from London School of
Economics, with my colleagues, you know.
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So you're balancing ideas and thought processes
offo and over time you generate a
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wider understanding of potential in life and
what your potential might be. And I
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think it's markets as most. A
lot of people get into marketing because it's
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seen as creative, but now that
I've been in the marketing space for a
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while and I see the creative bit
is actually a bit of a dying art
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and I see everything based on analytics
and pulling leavers in a digital everybody talks
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about digital being key. If your
story is not good enough and you don't
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believe in it, you don't have
the passion for an you don't understand the
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impact that you're trying to have and
you can't relate your product to that,
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you really really struggle to have any
kind of real enthusiasm behind what you do
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or how you run your teams are
how you do your job. Now it
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sounds admirable. Admirable to say and
very lofty actually to say. Only take
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a job that you really love.
You know, we see this all over
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the place, but I think through
time you know you have to do your
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warts and all, you have to
you know crap, get the callousers and
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do the hard work and learn through
experiences. Is, in my experiences,
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is been the best way to learn. When your head enough times and you
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stop doing stupid things. But and
it's never the first time that you stop,
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trust me, it's you always give
it another go. But I think
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you know. For me, I
looked at this what makes you you?
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I looked at Oppia, at the
market, and you said, yeah,
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we're not creating the market, and
the problem with us is we're so successful
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in this market place. We grow, we double our business and we've been
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doing it for over ten years now, year on year, and we do
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it not with ease. We work
hard to get there and when you get
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to a certain size double it becomes
a refect, your real challenge. But
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with the goal behind you and with
the belief that we're making the right impact,
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then you can change the world.
And for me it was looking at
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automation, anywhere, looking at Darpa
market and saying if I look at the
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macro world, I mean I've already
mentioned that we don't have enough people.
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We lose twenty eight million people out
of the workforce in the next forty years
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just in Europe. Now that's going
to be a nearly twelve percent of our
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workforce is going to disappoint. So
we have to do more with less.
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Being a digital company. If you're
not a digital company, I don't know
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what business you're in. Every everybody's
digital and for maybe not in their operations,
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but and they go to market.
Everybody has digital offerings, where it's
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websites or APPS or whatever it might
be. Everybody's got their foot in the
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water. There the challenge. That
can't be sad as we didn't the majority
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of our operations is not digital.
It's based on legacy and our PA can
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step in and modernize all of that. But for me it's much more about
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I've seen so many people in my
career, really brilliant people that are doing
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very mundane jobs, people with NBA's
and in India running call centers and or
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sitting on the on that another side
of the phone, and then we wonder
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why we have high atrition and needs, and India specifically, because we have
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hugely talented people do very munday jobs. There's outsourced to India. So my
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mess for less. That can't carry
on. We've got a free up intellectual
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capacity of humans. We've got to
change this. There's virus is really exposed
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us our supply chains or exposed there's
a there's a hard drug, for example
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in the US. I think said
seven hundred ninetyzerole people are on this drug
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and it's only manufactured in China.
Now that's not pointing fingers at anybody,
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it's saying that there's a weakness and
our supply chain and if a supply chains
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get shut down, forget about the
virus. The seven hundred Ninetyzero people that
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are relying on that drug to keep
them alive on now at risk. So
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the way that we business is have
is going to have to change. There
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the whole market is is, or
the whole world is is pivoting at the
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moment to try and understand how do
we stop this type of thing in the
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future, how do we build fail
safe in and I think the only way
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to do that is to free people
up to actually be people and think and
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contribute and just add value rather than
just do things. So I think over
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time, for me they're, you
know, the the golden light was the
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world has got to change. The
economic models of the world are changing because
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of the way that digital companies were. People are trying to companies are trying
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different things. They're trying things I've
never done before. We've been poking at
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Agile for a long time now.
We're all working from home at Metas for
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than ever, how we think,
how we operate. So I think that
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from a mission perspective, you have
to believe that you're doing. In my
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in my case, I'm looking at
and thinking this software can actually free people
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to actually have interesting lives rather than
just do the same thing over and over
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and over again and repeat it and
etc. We never release the potential of
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humans and we're going to have to
as we move forward and we face with
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these massive ecological changes, these massive
challenges that we've got with this virus and
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you know, we don't know if
this is the last we're going to see
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of these types of things. So
I think moving forward, a company of
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people are smart. People have to
align themselves to good causes. They have
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to have a societal impact if they're
really going to make a change, because
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you know that. And lastly,
everybody's on their soapbox. So everybody's got
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a comment about your business. You
know how organizations behave. It's critique constantly
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and companies can be made or broken, you know if the right people or
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the right influences are saying the wrong
things about them. So all the right
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things about them. So we're much
more interwove and I think you have to
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be socially responsible and we have to
figure out how your product or service can
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tie into doing something positive rather than
just making money. I know it sounds
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a bit lofty, but it almost
everything, in every product in the world
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besides the obvious ones, can have
some kind of positive impact on the environments
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that we serve. And as for
me, understanding what that is and linking
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it that, that helps me decide
where I want to work and where I
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want to throw my efforts. For
sure, absolutely. And to your point,
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some most example you're using around,
you know today and the virus and
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how much that bringing it to the
to reality for a lot of people that
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haven't sort of thought about the impact
of if we had something like this.
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How can we very quickly work from
home. I mean there's a lot of
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businesses that are benefiting very nicely from
the current circumstances based on exactly that collaboration
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tools or communication tools or security providers
that enable remote working so so easily.
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But actually I think, to your
point it is lofty, but I think
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situations like we've seen ourselves in recently
absolutely will mean that the sort of general
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working pattern and process is going to
have to change and down and, to
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your point, companies like yourself a
probably world placed to impact that. We
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look at automation anywhere. As a
company you're going through hyper growth, as
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you spoke about there, and as
we see with a lot of businesses,
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they can begin to lose their way
a little bit as that happens and can
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keep that consistency when scaling is a
challenge. Have you seen that as a
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challenge at automation anywhere and from what
are some of the things that you guys
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are doing to ensure that alignment and
consistency around your around your messaging, around
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your why? Really, how do
you ensure that that still there as you
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keep growing? I think we're sticking
to we've got a frilly extensive five year
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plan in place that's not actually coming
to the end of its the end of
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its activation. But you know,
when you're building a company that's going as
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quickly. And just to put it
in perspective, I always employed two hundred
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and seventy three and we're now two
stars and nothing, two thousand six hundred
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employees the last time I check.
That's not including the developers and the tempt
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staff that work with US and support
us at CITRI's. So and that's happened
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in three years, just over three
years. So and we're now, and
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what I think we're in ninety two
countries where active with sales and we're over
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fifty companies. We have officers now
and when I started we had no officers
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in Europe at all. We now
have three hundred fifty people in Europe and
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we have offices in London, Paris, Frankfurt, Munich, Warsaw, Milan,
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which is closed, of it everywhere
close at the moment, and Madrid,
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Netherlands. And I think I've covered
everything in Europe. I'm not one
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hundred percent. I think the Mos
Switzerland, we have an office in Switzerland,
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as wrong to you. So we've
grown pretty quickly and and you know,
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I think the the challenge on scaling
and consistency is always, you know,
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keep your true north. Decide what
kind of company you want to be
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in a different everybody knows, at
different growth levels you require different sets of
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skills to get you there. You
know, as you're moving, as you
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become more corporate, you need to
hire a different CFO, for example,
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you need to hire a different team
of people that around compliance implement. We're
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implementing huge systems from workday through to
full implementation, full reimplementations of sales force,
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etc. And you need a whole
team of skilled internal IT services guys
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to be able to build it.
But the way to keep everybody, I
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suppose, kind of on track is
is having your true north and just re
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to rating that. So we have
a set of values that we live by
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and we try and will we run
by OK ours as well. I don't
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know if you're familiar with their books
of objectives and key results, and those
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are all broken down from our CEO
right the way down to me and my
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team and everybody else. We all
have a set of Ok ours and those
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are really the transactional stuff that we're
trying to achieve and they all kind of
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total lot to make sure that me
or has what he needs when he walks
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into the board meeting. It's on. So it's not easy. You have
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to have a plan B, if
I'm honest, you know, because plan
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a very seldom works or it never
works out the way you wanted to explain.
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It's always plan a, version twenty
six by the time you get to
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the end of the journey. If
you if you still with your plot plan
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A, we've been lucky and that
the markets very, very active. So
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you know, we've tried things.
We've got huge product development teams. We've
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got a huge amount of our revenue. I can't give the exact percentage,
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but a large percentage of our own
you goes back into R and D for
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product development. So we're our PA
is today is credible. It's almost the
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AI or three years ago. You
know, the technology doesn't get done or
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get smaller as a technology. Get
Smarty. You need to step up and
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extend your product offering into you know, rather than just task what emotion.
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You need full process, auto motion. You need to incorporate AI and analytics.
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We've just built a BOT called discovery, but that actually runs across your
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systems and then builds the Bot automatically
for you, so you don't actually have
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to have any kind of internal development. Just plug and play, come kind
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of stuff. So I think you
got to keep your true north and hyperscale.
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You got to know where you're going, no matter which route you have
357
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to take to get there, because
those change all the time. So and
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under communications super important. It's the
most important thing, I think, in
359
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any business. Clear communication as to
where we need to go and you need
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to spend a lot of time communicating
to the team internally to make sure that
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everybody's focused and one hundred percent focused. I suppose I'm where you need to
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get to, otherwise you're not going
to get there. So communication, you're
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true north, and those are probably
the two most important points. I think
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in any scaling organization it's just keep
keep your direction and show you flexibility on
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you know how you're going to get
there and and you know, if you
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in any hyperscale business, people tend
to work a lot longer hours just to
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be able to get there. You
know, as a lot of entrepreneurial type
368
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people, that you're play especially in
the early days, to get stuff up
369
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and running and some of them are
working sixteen nine days, six days a
370
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week for two or three years at
a time, and you have to have
371
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a bigger purpose. You have to
have a better true north than just are
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we're going to IPO. You know, very few people are motivated by that.
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So I think when you're younger,
Ip is very attractive, but after
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a while you realize the complexities around
and your way for as much as you
375
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can. But yeah, it's that's
let me stop there. I think true
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door that flexibility and being and having
a decent, purposeful help get there in
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hyperscale. Okay, that's certain.
That's a really interesting spector on it.
378
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And it's final point around that is
you mentioned about having a true north.
379
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But in a in a scaling hypergrowth
company, do you ever see that there's
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a an opportunity or an instance where
actually you're your true north or your why
381
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around what you're doing can change?
Is that something that you could see happening,
382
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or would that mean that you actually
perhaps haven't found it true north in
383
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the first place? That's you're absolutely
right. And what I mean by true
384
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north actually is not a destination for
the company, it's a type of company
385
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you want to build. Yeah,
you know, if you build, if
386
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you build a company and you if
you build a team, you know,
387
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even a small team, and you
build it with the right purpose in mind,
388
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it doesn't really matter the roots that
you take to get where you need
389
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to get to. So and the
true north is about the type of organization
390
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that you want to become, because
then it doesn't matter if you're if you're
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if you're just going to IPO,
for example, as virus it's just put
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a block on everybody that's rushing to
IPO and silicon valley at the moment right
393
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there's already the casualties. Any company
that's exposed to the travel market is in
394
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trouble, especially if they're if they're
funded, and there are, there are
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a small startup organization. So we're
really starting to see some of those get
396
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hit by what's going on. But
the true north of the company is really
397
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about what type of organization do we
want to build, what do we want
398
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to do, what do we want
to become? And I think in today's
399
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environment, with our first day of
locked up, lockdown in the UK,
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it really shines is to well,
we can sit here and try and make
401
00:28:22.569 --> 00:28:26.049
money on that, on this because
automation is a huge opportunity. When there's
402
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not enough people around to do the
work and people are working from home,
403
00:28:30.039 --> 00:28:32.839
there's huge amounts of opportunity for us
to go in and say, look,
404
00:28:32.839 --> 00:28:34.799
there's lots of different pots that you
can build to be able to do this
405
00:28:36.000 --> 00:28:37.559
work. What we're trying to do
at the moment as an example, as
406
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we're working closely with the NHS and
government, and I'm not going to say
407
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anything more at the moment, but
we're trying to build as many bots free
408
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of charge. We're not charging for
this, just to try and figure out
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how quickly we can move information around
with regards to covid where the hot spots
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might lie, because dayten, big
data coming in is going to be a
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big, big problem as this starts
to scale up. We've seen in Italy.
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You know, where are the free
bids? Everything's done manually. We
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need some kind of system to be
able to identify where we have capacity,
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where we have hot spots. There's
so many different opportunities for information to fly
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00:29:15.849 --> 00:29:19.049
around and get lost in this crisis. So I think companies, if you
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have a true north companies, will
do the right thing in times of need
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rather than just carry on going in
the direction of the game. Now we
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00:29:26.680 --> 00:29:32.119
have to carry on right business because
we support over fourzero enterprises and we have
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to figure out for them as well. We've, for example, we've created
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an HR bought that tracks where your
staff are and we've told all of our
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00:29:38.549 --> 00:29:41.589
customers just downloaded, there's no cost
for this thing. Just download it,
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00:29:41.670 --> 00:29:45.390
find out where I are, make
sure a few of my team, for
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example, and isolation. The kids
have got ill and they fact a lock
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themselves in. Our HR team needs
to know how they are. They reporting
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00:29:55.059 --> 00:29:56.140
every day and we use a bot
to be able to track all of that.
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We're trying to push that type of
technology out into the marketplace and be
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00:30:00.619 --> 00:30:04.500
having your true north allows you to
that flexibility to do the right thing first,
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00:30:04.500 --> 00:30:08.730
rather than just chase the direction you
were going. And if you're just
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00:30:10.089 --> 00:30:14.450
you're true north is just the direction
or just an IPO or just we want
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00:30:14.450 --> 00:30:17.930
to be a billion, two,
billion, twenty billion dollar company. How
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00:30:18.009 --> 00:30:21.880
you get there will be much more
complex, whereas if the company's led with
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00:30:21.960 --> 00:30:25.240
a vision of this is where we're
going to go and along the way we're
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00:30:25.240 --> 00:30:27.079
going to have lots of adventures.
It's a very different type of place to
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00:30:27.160 --> 00:30:30.240
work and we can get sixteen hours
out of people with with a lot of
435
00:30:30.319 --> 00:30:34.519
enthusiasm because we all believe we're doing
the right thing. Okay, okay,
436
00:30:34.599 --> 00:30:38.910
cool, that's that's really interesting and
thanks for that. Inside so well.
437
00:30:38.950 --> 00:30:44.950
I think we're sort of near into
the end of our conversation today and really
438
00:30:44.990 --> 00:30:48.829
appreciate that you've taken the time to
share your thoughts around marketing, your why,
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00:30:49.059 --> 00:30:53.779
how you keep the nesting consistent and
and actually how you build a company
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00:30:55.339 --> 00:30:57.940
with a true north mindset. I
guess is is is the key, rather
441
00:30:57.980 --> 00:31:02.259
than looking at it as a destination. Now I'm sure there's going to be
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00:31:02.259 --> 00:31:03.809
a lot of people that will want
to continue that conversation with you. So,
443
00:31:04.210 --> 00:31:07.650
if that is indeed the case,
how would you suggest that people get
444
00:31:07.650 --> 00:31:12.170
in touch with both yourself and,
of course, your company, automation anywhere?
445
00:31:12.569 --> 00:31:15.809
Sure, so, if you want
to get in touch with me,
446
00:31:15.970 --> 00:31:18.400
I'm on Linkedin, rock views.
I'm automation anywhere. I'm pretty easy to
447
00:31:18.480 --> 00:31:22.799
find. My profile is open.
Alternatively, you know, we can go
448
00:31:22.920 --> 00:31:27.160
to our website. Is Automation anywherecom
do search on Google and will pop up
449
00:31:27.200 --> 00:31:30.839
as lots of videos and so on. So anyway. Anybody wants to each
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00:31:30.920 --> 00:31:34.910
other and carry on with the conversation
will happy to do so and once again,
451
00:31:34.950 --> 00:31:37.869
thanks very much for inviting me.
I really enjoyed a talking with you,
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00:31:37.910 --> 00:31:41.710
Dan, and thank you very much. Thank you once again, and
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00:31:42.309 --> 00:31:48.220
stay safe and look forward to catch
up against operatics has redefined the meaning of
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