Demand Gen Chat
Demand Gen Chat

Season 3, Episode 12 · 3 months ago

Managing through volatility, running strategic ABX & why multithreading is more important than ever | Latané Conant @ 6sense

ABOUT THIS EPISODE

In the latest episode of Demand Gen Chat, I spoke with Latané Conant, Chief Market Officer at 6sense. Latané has a fresh perspective as a marketing leader thanks to her sales background.

We chat about hiring and building a marketing team, and how to keep a team engaged and motivated even through tough times. Latané also shares how her team works with sales and approaches ABX to engage the 10+ contacts they need to win an opportunity today. She also shares a sneak peek of the second edition of her book No Forms. No Spam. No Cold Calls.

Show Notes

Follow Tara: https://www.linkedin.com/in/taraarobertsonFollow Latané: https://www.linkedin.com/in/latane-conant/

Check out Matt Heinz’s content: https://www.linkedin.com/in/mattheinz/

Check out the Empowered CMO Network Board Book: https://empoweredcmo.com/board-book/

About Demand Gen Chat

Demand Gen Chat is a Chili Piper podcast hosted by Tara Robertson. Join us as we sit down with B2B marketing leaders to hear about the latest tactics and campaigns that are driving pipeline and revenue. If you’re looking for tactical ways to improve your marketing, this podcast is for you!

Welcome back to a new episode of Demand and Chat. This is actually our last episode of the season. I was lucky to get a special guest today to help us wrap up season three of the podcast. So my special guest today is Latiny Conan CMO at six Cents. Latiney, thank you so much for joining us, tear, I'm excited to be here. Thanks for thanks for working me into season three. I had to say the really special guests for last, so I'm glad you can join us. Um So, I'd love to hear a little bit just right off the bat. Obviously you're in charge of a big team of marketers, so I'd love to hear just what the main KPI is your team is responsible for, and really just kind of what the key metrics that you're focused on growing as a team are. Sure. I think my approach is tip potentially a little different than others because I come from stairs and when I first got into marketing, I felt if there was no quota, and this made me very uncomfortable. I like to have a quote, I'd like to have you know, one number boom stats like keeping it simple, and I just felt like they were almost too many things. We were measuring, and you just never knew if you were like up or down or all around. So I have developed a system and I've been using it now eight years or so UM where we actually create HIGHLIND quotas based on the bookings target, and we look at every segment of our business. We look at every channel, We look back at all of the trends and make assumptions around the a sp S cycle times, conversion rates. Those get rolled up into essentially a pipeline quota, and then I tracked those maniac ly, and I think a lot of cmos listening would probably have a similar system. The difference is I don't care if it's marketing sourced or not. I only care to the extent that I'm looking at the channel trends and if if one channel converts a lot larger than another or eccentric et centria, I need to know those patterns. But I want to be the steward for six cents and for any organization that I'm I'm writing marketing at the steward of pipeline. Um. You know, the best way to never miss our booking target is never miss pipeline turney, And so you know if that means working with mark and saying, let's do a spit for a source. We're coming up with a spit and we're gonna stoke that pipeline. Uh and and I think that's that's potential a little bit deeper then what I've seen. You know sometimes how other cmos think about it um And then I would say, you know, the other thing about that is inherently, because I've got this huge roll up, I'm really really focused on conversions, a sp s and cycle times, which ultimately is what's going to drive our sales efficiency and you know, the successful attainment on the sales team. Because if I have a conversion slip, like if our wind rate slip, I gotta go create more pipeline, right, So the easiest way to hit my pipeline goal is to make sure we're converting more or the dollars are bigger, you know. So it kind of creates a nice um balance of top of funnel versus conversions that I'm always looking at and making sure we're optimized. Yeah, I think you're right. That's definitely different than most marketers I've spoken to at least a lot of us,...

...and I know I've been in this boat, thankfully not now, but in the past where it was kind of a battle with sales over this was inbound source or outbound, and marketing job kind of stopped at all creation and we would just kind of let them worry about conversion down the funnel, which obviously doesn't work out really great when they have a rough month. It's kind of everybody's fault and can't really pinpoint where marketing can help if we haven't been involved. Well, there's a bunch of challenges with that. UM. First of all, only three percent of website visitors a lot more three so what about the other uh, and so a lot of times if you're just like exclusively inbound, because it's highly attributable, right it's it's the one to ut quote attribute, you might not be incentive to go out and think about the other nine seven mm and how you maybe apply an outbound motion to get into them. The other fun fact I'll give you is UM we've done a lot of research on buying teams and buying signals, and so there's more broad research that you can access. But one of the things I do is UM every quarter, I take all of our deals that we won, and then I look at how many engaged context to print a deal Q one it was six, Q two it's ten. So that's a lot of contacts to engage to put on an A E in a deal cycle. And so I am always thinking about with Mark and our mutual teams, how do we help get the number of engaged contexts up? And actually the earlier you do that in a cycle, the easier it is. So the longer you work a deal, it's actually harder to multi thread UM. And so one of the things that we do is even if something comes inbound, our s l A is to go outbound as well and make sure that we pass three engaged contexts two sales, so they start out even from the beginning of the opportunity, we're starting with a minimum of three engaged contexts. And how do you define engage contact? Because I feel like that's a newer term than people are starting to use, So I'm curious what does that mean into your team? That's like it's just looking on UM. So the sixth sense I frame, you can actually see you know, engagement levels by key personas UM and then you can take it down to the contact level actually on the opportunity record, so we can see that, Um, they were coming to our website, they can they consumed content, they showed up to meetings. Um, you know, they were like present in the cycle. So you have like a threshold essentially of engagement for them to pass. Yeah yeahcha cool. And you mentioned channels as well, So I'm curious because that's another one that people can define differently. So when you say channels, are you thinking traditional marketing channels or our smiths and outbound kind of consider channels in there as well. Yeah. So I mean it's a big hairball, and so you just have to know it's a hairball. Uh. And it's it's going to be directionally, right, but the way we channel it is channel no pun intended, but partner right. So it was, you know, something an opportunity that I'm partner and we're all opportunities. So an opportunity of partner brought us uh that we have the whole partner team that's fabulous. Um A direct um outbound, So we have a BDR team that does outbound UH typical inbound and then a b X MHM and...

...it varies by UH segment what we expect and what I meet. By that is you get to our strategic segment that's like ten thousand plus, that is not going to be an inbound motion. It's gonna be a b X partner outbound for the most part. I mean, maybe they get right and then you go down market less than five hundred of ploys and even less than fifty ploys and it's a dent, you know, or eight percent. So I think you also have to think about like realistically, like how these type of the calves engage and by and set your expectations around that um and play in your resources and teams and stuff. Accordingly, Yeah, that makes a lot of sense. Obviously everyone would love it if the big fish came inbound, but it doesn't happen too often, so you often have to go get those on your list and hunt them down with that outpend and a lot of times what you'll see is like out an outbound drives an inbound you know. So you know those are the time of VETNAM reason you have to watch more and UM and so actually at that segment level, it's we're more all down, to be honest because of that, Whereas at some of the lower tiers that have to significant ring more mariume it's obviously the separate and about romaunt Yeah. Cool. And does the way that you grew the marketing team match with that kind of I don't want to say funnel because it's not really a funnel, but that the way that your accounts are set up. So having the A b X team go after large accounts, the inbound team focusing more small and mid market, was that how you built out the team. No, but it does work out that way, like in their goals, right and the way that we like because we do that big build up right, uh, where we're looking at each segment and making assumptions. It's a constant challenge. It's never gonna be a hundred percent right. But the way we operate is we have a brand and digital team, and brand and digital sits together under a leader, and under that is Growth is the growth team. So that's everything on the web, that's all of our advertising, that's our high values yas. Uh, we're actually experimenting with the p LG motion um, you know. But it also all the creatives and the content sit together on a team and that's a big team. Then we have demand gen at ops and analytics HM and so that's a lot of like the guts of campaigns. That's a lot of like like all the marketing systems, you know, the six seth ins, lading, data, sales loft, it's all the connectivity. UM. Obviously all are reporting. UM. It's you know even even like a sauna like how we manage our tier one and tier two and who's doing what um. So they're kind of under that. Yeah, so they're sort of a command center of technology and process and reporting. Then of course we have our BDR team, which is another pretty big team global b drs UM, and that's under Elier. And then last we have our ad S team and that includes all like typical field marketing and corporate events and things like that as well as like av X place UM. And I think that's where there's...

...can be some like ah well that team has to work. Yeah, they need resources from pretty much everyone, right, so it all ends up kind of blending to get UM. But yeah, and then actually under PMM, we actually have Customer Mark B who is responsible for upsetal pipeline. So a lot of um, a lot of functions responsible for moving the needle on pipeline. Yeah. I think it's great when there's a straight line too. I mean, at least for me, when I know my job gets this and you can kind of where the revenue is coming from. I think that's really satisfying to a lot of people. Especially with your sales background, I could see why that would be feeling. Um, I'm curious because it's probably the one marketing role we don't have yet, is anything in the A B M, A b X side of the house. So how did you know when it's time to scale that team? Is it? There's just so many ideas for plays that we want to get out the door that we can't get it all done. Is it our target? Accountless is bigger? Well, I'm a big believer in running big, meaningful programs versus a bunch of little deputy dupty stuff, And I think without what I love about having the A b X team is say they help us with our tearing right, so we know b DR Appreciation Week is coming up in February is going to be a huge lightning strike, and they make sure there's enough energy around those big lightning strikes, so it's not just everyday deputy dopperting dupty um. Because things need a beginning in the middle and an end and so the A b X team helps us with all of our Tier one activations and and own most of that, and the Tier twos, which would be you know, a road show or or something, or our joint partner campaign we do like one joint partner campaign order, um so, just making sure that we have the right energy and lends around those and making sure that they're not just doing them to do them. They actually tie out to a segment. So that so when I think about account based, it's like everything we do ties to some segment of account that's done we want to activate. So everything we do is ultimately, to some degree account based. Because if you come to your art website, you're going to get a Dick Ray campaign, c T A experience based on accounts that you're in. Um So that's kind of like an underlying premise. And then I think the A b X team just helps us take the your three campaigns and elevating and then bramped to the next level list. Um So, it's a lot of brand Honestly, a lot of our brand comes to life and like our physical experiences the YES team runs. Yeah, I like it makes sense that to have that discipline to tie it back to a segment or a tire. So you're not, I like your point, just doing things to do them because I think, especially now, we have a lot of fomo as marketers. We see people doing stuff on LinkedIn that looks fun, or we see a campaign at a trade show that we think everyone has six podcasts. Well okay, yeah, you know, maybe we do need one. Maybe we don't. We make them need six, you know what I mean, maybe start with one and see if you can get trash test give your toes in the UM. On the note of just kind of growing up the team, I'm curious because obviously you've hired a ton of marketers and now, um, what do you look for when you're bringing on a new marketer to the team. And then do you have any red flags that you look out for? So there's a savminess that people need to have about just how...

...to gainst stuff done. UM. So it's they're curious about trying new things. They want to get the job done in the best way possible, and they're open to trying new technology or approaches to go and do it. UM. And then there's a detail orientation. You know. One of the things I talked about is like you know that saying don't sweat the small stuff, Well, if you want to come and work on this team, we swept. We sweat the small stuff because the difference between marketing and great marketing is the small stuff. M hm. So, um, you know that detail orientation and it is really important for me. I think that I'm not surprised to hear that, just based on what you were saying earlier about just little campaign to do them, to do them and get them out the door. I feel like teams that are doing that constantly have to be dropping the ball in some details just to get things done right. So when you're focused and yeah, detail orientedge, it's just much better results. And especially when you have such a big brand team, it makes a lot of sense to be focused on them. And then what do you not like to see through the hiring process? Is there anything that jumps out at you as a red flag? I really look for what I call the victims syndrome. Um, so I'm trying to suss out, Okay, why did you do that, and why did you leave here? And why did you go there? And if you start to your pattern and it was never my fault, it was always somebody else's fauld my boss was crazy, this, that and the other. It's just a huge it's bag and usually it's not that blunt, but you if you start to really dig, well, like why did you? Why did you change? And even people who are like often changing within a company, it's like you haven't had the same role for six months. So either you're like amazing superstar just getting everything done right, or nothing's ever good enough for you, you know. And so I'm kind of like trying to look for that like thingum syndrome. And then you know, this was this when I was preparing you know, all about me versus all about we, and some of the aggressive posting on LinkedIn, like people that have time to like post reading they're doing all day. I'm like, how do you have time to do that? Like how are you getting your work done? You know? Um? And so I just really sort of look at like, you know, are they all about themselves? Are they all about the company that they were at and what the team achieved? Um? That's really important because no great marketing happens without a pretty large group of people needing to come together and get it done. Yeah, that's a really good point. I had a previous boss. This is a few years ago, but she used to say that some marketers are really good at marketing themselves and others are good at marketing the company and the team that they work for, And you can usually tell the difference right away, especially like you said, when you follow people on LinkedIn, you've got a good kind of glimpse of just what they think of their work and their team and what they're spending time on. Yeah, and I always say, you know, what would your teammates work, what would your peers say about you? What would your boss say about you? What would and then bad channel, back channel, back channel always mm hmm. Yeah. That's where it helps to have connections before before you're hiring, so you can make those asks of people. Right. I'm curious, you've been at six tents I think over four years now, and I'm sure it's changed a ton, But what comes to mind for you in just B two B marketing in general of things that are dramatically different from four years ago.

It's interesting, like four years ago, a lot of what we were talking about was a brand new you know, with intense and empty anonymization, UM, predictive analytics and you know, last year at our customer conference, one of the things I talked about was like you got to wanna you gotta wanted to remain competitive. Just buying technology and having great data like that doesn't make you connect, Like anybody can go and buy this stuff now B and use it UM. So how are you using it more in a more innovative way? How are you really taking advantage of you know, every single data set, UM, every single piece of functionality. So I think that there was like this big step change. But now as more and more people, as these tools become more and these processes become more mainstream, you have to continue to differentiate how you use them UM. And one of the things we believe is like every signal and every data flame matters. But we're trying to help our clients a mass has any different signals as they can because because that one best at one percent difference, that's the deal you got into that maybe wouldn't have really add that got served that maybe it wouldn't. So it's all about like maintaining a competitive advantage UM. I think that's that's really important and not falling behind UM. And then the other thing, it's like gosh, it's the change curve is crazy. I mean we've been through like four years, a lot has happened, like pandemic, then we were better, and then we pandemic again. Now we're in like we're in an economic meltdown, you know. UM, A lot of like political angst. I mean it's break every day. Yeah, there's just a lot more like volatility. Like I think about when I was at a period putting the other an annual plan, that's what we did, A read it, and it's like now now I'm like, okay, maybe it's like you know, you know, we do a two year strategy and we do these things, but a real plan, I don't freaking know. I don't know if the bed's gonna increase interest right together, um, moral the market's going to react, right So I think it's just like UM, a lot of volatility to to manage through as a leader, UM, but also as an individual on an individual contributor, like like just there's a two level of agility that you have to have. UM. When I was in consulting, I remember I was interviewing UM and one of the questions the gentleman asked, basis, so, Lattie, do you think you're flexible. I was like, oh, yeah, I'm really flexible whatever your job, like, you know, you want me to like you know, and he's like he's like, flexible is too rigid here, you have to be fluid question and I'm like, you know, but but yeah, it was probably my second job, and I just remember that flexible is rigid lew it. That's so funny. Yeah. I feel like just on the topic of I mean, there's a new like global news story every day that seems like the world is ending. Um, have you had any challenges just keeping your team kind of excited and motivated about what they're working on throughout...

...that And is there anything that you think has really just kind of work to keep people just all on the same page. No one. I mean I wish I could be like, oh, this is the things don't and then everyone meets, But you know, you kind of have to try everything twice. I think that I think for our team, for me and our feeling like we're doing really meaningful work and meaningful marketing. So trying to limit fringe that isn't that cool and isn't that important and maybe won't move the needle and really going all in and on big projects, I think we all get really jazzed about that, and so you know, trying to feel like like we can be really proud of our work and the output of our work. And so I feel my job is to the degree I can make sure people have the resources to be able to do that, and make sure I can help say no to the things that are crazy ideas so that we can all feel like when six cents does something, it's gonna be good. Mhm um. And and you know, my kind of commitment to the team is is this is not a lifestyle job. It's very very demanding. Um. So I'm I'm clear on that. But you will learn a ton and and so you know, you sort of have to be in the right mentality of wanting to learn and grow and try stuff and and really push your own capabilities and and for the right type of person, it's very very fun mm hmm. Yeah, it sounds like I mean, anytime we do something that you're proud of in a big project you can cross off the list. It's hard not to feel motivated by that, and I just want to keep doing more. So I feel like that's a good mindset to have The team and I've touched on this in a previous episode a little bit, but I definitely consider myself one of those B two B marketers that kind of ruinticated content, I like to say, UM, just because we used to basically force people to fill out forms to read all of our great content or all the best content we had, um, and kind of lead with everything else. So I'm curious. Obviously, your book came out a little while ago now, UM, but we're on the second edition. The second edition, that's what I want to talk to you about, so i'd love to know. I know you were really motivated to make some changes to the second edition, so just curious, like what has changed in that time since you published that you felt like, oh, I really need to make this change and update it now. Yeah. So so a couple of things. And you know, there's an article or of chapter three talks about the ideal text act, which I think had changed. So it felt like I needed an Yeah I know, I know I'll have a new edition next week to um. But but the most important one was I felt I needed a chapter from sales. I needed the sales perspective, and even though I've been in sales before I'm not now, and so I wanted that, like sales voice, and so the head of sales here wrote a chapter on how he sees this approach and how he's managed to change the type of results cities. So and and everyone wanted that. Everyone said, we love your book. We want something that we could send to stay to get them all and they're not going to read the whole book, which okay, but yeah, So so we've got a chapter and it's forwardable, and and I also did just a little section like these are the questions...

...that when I'm doing for grooms and presentations and stuff continue to come up. So obviously I missed themselveshow right? And so I have a little kind of f a q a lot. Here's the godchess, here's the things that people you know ask and want to understand. And then we have a forward problem our CEO. Uh So so that's kind of the that what's new and cool about it. What is also really cool about it is, you know, we self published the original and it's been pretty successful, and we've had trouble keeping up with distribution, um, particularly like internationally, so you know for us, you know, getting picked up by Wiley, So that we can make sure that we can fulfill you know in India and uh and Germany and France and you know, all these places where it was proving challenging to do with was was important. That's really cool. Yeah, it must feel good to not have to worry about all the logistics so much, because I can imagine that was a lot internationally. Yeah, that's so exciting though it is. It's feeling really good to have a second edition out. Um, I'd love to just kind of switching gears. I'd love to talk about just Obviously we touched on that it's a tough time economically, things are a little bit rocky. But what do you think are the biggest challenges for cmos right now, Whether it's like for their team internally hiring, or do you think it's more about hitting their targets and reaching their KPIs. So my title is actually chief market Officer, and I really advocate for marketers to think of themselves as market market market because we can get very focused on the ing, which is all the stuff that we do, and not be focused on what what does this mean for our market, what's the impact we're having on the market, how are we shaping the market. And so you know, obviously I talked to a lot of CMOS and we talk a lot about that and the CMOS voice and strategy and TM analysis and working with sales on even things like territory design, you know, the territories I'm designed in markets that you think you can market to and serve that you've got a major issue with alignment, you know, so we talk about those things. I talk a lot with CMOS. I think for demand gen though professionals, what does that mean for you? And and and I think thinking, okay, we're going to do this campaign with the segment of accounts. Why this SEGMA accounts? How does the segmentum accounts convert? You know, so like you can also have a market lens at all times, and we are in a challenging market like New Slash. It is a challenging market um, and so what does that mean? Well, there's things we can control and there's things we can't control. So can't control thing, but we can control who we choose as our market. And so you know, for us, really really doubling down what are the most winnable segments? Where are we going to go to a span growth and TAM which segments might get and COVID was the same thing, which segments are going to get hit harder than others, who's going to still be in a position to buy. So really thinking through that and and dissecting that often to make sure that your sales and marketing machine is pointing pointed at the most winnable accounts is really important. M and then winnable? Can you touch on just what you mean by most one bill? Is it the best close rate,...

...the biggest accounts, combination of a bunch of things. Yeah, it's a combination, but you know you want to ultimately look at um of course a sp cycle times wind raids, but then you also want to look at retention as well as n r R right because um and so I shouldn't probably even call it that most winnable because you can go with an account and sell churn and then you're not doing yourself the company a lot of thermous But but yeah, it's it's it's saying like you know, who's buying right now, like a lot of looking at velocities and things like that. Um because and I think it's particularly looking at like velocity and conversion because especially right now, Um, you know there are companies that lightnut have four or five choirs to play it through. So who who is really and and an intent data is great? Who's in market? Who's still in market to be able to do that announced? This is important, So that's something you can control. The other thing you can control is your message and make sure that it's appropriate or in the market and what the market marks to hear and needs to hear. And then last you could control your execution. And you know, um, just out execute everybody else. And a lot of times that's the winning formula. Yeah. I think a lot of times, at least what marketers that I talked to, out execute often just means get it done first, which isn't always the best way to get things done. Sometimes you wait and see what someone you know and then make it better. That's what I was going to ask you is if you I'm assuming that you are on the same stance just because you said the piece about detail oriented team members. But um, sometimes it is by or to wait and see and watch other people kind of not necessarily stumble, but try it out first and see what you can learn from their campaigns. Um, is there anything that you've seen anyone try. Like obviously no naming names or anything. Um, but any type of campaign you've seen people try and then you've kind of realized like, oh, I'm glad we didn't try that, and I'm glad we waited it out. Oh that happens daily. See a lot of band marketing every day. So but why don't I take this in a different direction and I'll talk about the campaigns that inspire me. Yeah, that's more fun. So there was a Dove campaign that showed all different shapes and sizes of women, and that remains one of my favorite campaigns. Uh. And so it was emotional, it was inspiring, and at the time, no one that it was brand new. Everybody exact one you're talking. You can see it in your mind. And now now it's not like a you know, it was brand new, And so I would say, I'm less maybe about read and see and more about to take a couple of big risks and go all in on it, because that's what I think great marketing. So I love that. Um. Another thing that we do is we'll sort of look at what everyone in the space is doing and then I'll say, well, let's do something totally different. So better marketing doesn't necessarily work. Different works, so you know, we really try to see if we can do something that you know, maybe a different span or different approach in bold UM. I really like how people are using derived data, like derived data from their platform for thought leadership. UM. You know, helping buyers buy is an important part of marketing. So you know, there's a couple of great folks out there that and I think there's...

...so sort of avoid with like Tobo being gone and serious decisions. So we still we sort of six cents research because I thought that was really interesting and necessary and um, you know something we wanted to capitalize on. UM. So those are some of the places that you know, we benchmark every six months. We do a pretty robust benchmarking. Is that just internally or do you have customer data for that as well? It's we we benchmark competitively. We benchmark against people in our ecosystem that aren't like competitors but you know wouldn't be in mar Tek or sales TEG. We benchmark what we would consider best in class. We benchmark against just what sometimes are are we We are Insights one of our investors and they're right about giving us benchmark data to you. Um, so it depends on the the function. What what the right sometimes are? I think sometimes you can't just nable gays right, so you're up a hundred percent if you're still rinky dink and not making any type of like HD percent might be two when it was one. Ye right, yeah, exactly exactly, So you know you should be proud of that, don't be wrong. And we do year year and order of a border and all that, but I think sometimes you gotta only suop out and be like, how does this come here? About? With going on? Yeah, my next question was going to be where you get the data? But I think that's always the challenges we internally. We always talked about benchmarking. It's just getting either partners or customers that are willing to share that data and are also excited about benchmarking too, just so that we can just kind of share those wins. And Yeah, I put out an e book I think last week or it's either coming out or it just came out that where I sourced all of where what we use. Oh great, I'll have to check that up. I'll put the link for that in the showers. Yeah, because it was like to put it all the other the first first time, everybody wants benchmarks, so they just don't know where to go, right. Yeah, so the first time was super painful and now we're like, okay, well this is what you know publishing and yeah, that's awesome. Great, So I'd love to move on to our quick fire rounds. Just a couple of quick questions to wrap up with you, Christ Is there any other market or you follow that our listeners should go check out and maybe subscribe to them or follow their content. Well? I love Matt Hines. We're partners and fry with our community, so um, you know, always love love working with him. Uh. We recently put out a board buck So these are cmos who are also board ready. Um, and I posted this there's sixty awesome cmos in here, but they're more experienced cmos. It also be serving on board, so I would definitely check out any of these amazing women for inspiration. Cool. Where can we find the list of cmos that you have in there? Uh, it's on empowered cmo dot com. Great, add them under the board book perfect? And is there an under the radar channel or maybe a tactic that your team is either living right now or just starting to play around with Oh yeah, this is gonna blow your mind. This is my favorite question of the whole thing every time. So we get to beta a lot of stuff in our product, which is really fun. And this launches in two weeks. So by the time this is out, it will probably already been launched. But my biggest challenge is I'm able to pick up all these in market opportunities, right, but I want to make sure that they...

I call it a revenue moment, right, there's the revenue moments, and we know that there in market. How do I make sure that we capture every single revenue moment and none get missed, even if it's a weekend or whatever. And so um, we we started thinking about that, and we started thinking about, well, what, you know, how do we make how do we start to like revolutionize email because email hasn't really changed in a long time. Uh, And the challenge with email is making it is writing me, not sending it. M Uh. There's lots of ways to send emails. But we're gathering all this behavioral information about what content you consumed, where you want to website, if you're researching a competitor, what's your zona is gosh that you could write a chiller email and serious emails with that. And so there's this Natural Language Processing technology g PT three. I always like say about g gt P three UM that actually allows that that is about writing writing. People have written term papers and all kinds of stuff using this this technology. And so we've leftverged that to be able to take all of our rich data and intense signal and actually writing the first uh propose the first email. So that's pretty cool. But it's not just that. It's also AI driven email to understand did you loop someone else? And you might say Latin, I'm not the right person. You need to talk to Nick. Well, the AI email see's Nick that you looped in Nick and then picks the email CHAINA and sends it to Nick Well. Or you might say Latin, I'm out of the office or you're out office might come on and then then I says, okay, well follow up with her in two days or three days or whatever. And so it's also able to like read the incoming emails and make some decisions to be able to help you in a in a relevant but very robust and efficient RAY work. A lot of the demand signals that you're getting UM. And so we've been able to pilot this and we call it free money. I mean, we have found so many opportunities that would have otherwise like not gotten worked UM and so that's been really fun. That's very cool. We just our dream Force is just wrapping up bowl we're recording this UM. I don't think I've ever gone so many out of offices before from Sunday marketing emails, so it would be really handy, right, exactly, exactly, very cool. Great And lastly, what's the best channel to follow you on a people want to see more content from you? Lenny LinkedIn. Great, we'll add that link. Thank you so much for joining me today. Thank you. This was a lot of fun. I appreciate you having me on your show. Thanks so much, and thanks everybody for listening. That was season three of Demanding Chat and we'll be back in the new year.

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