Transcript
WEBVTT
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There's a ton of noise out there. So how do you get decision makers
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to pay attention to your brand?
Start a podcast and invite your ideal clients
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to be guests on your show.
Learn more at sweetfish MEDIACOM. You're listening
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to be tob growth, a daily
podcast for B TOB leaders. We've interviewed
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names you've probably heard before, like
Gary Vannerd truck and Simon Senek, but
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you've probably never heard from the majority
of our guests. That's because the bulk
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of our interviews aren't with professional speakers
and authors. Most of our guests are
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in the trenches leading sales and marketing
teams. They're implementing strategy, they're experimenting
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with tactics. They're building the fastest
growing BEDB companies in the world. My
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name is James Carberry. I'm the
founder of sweetfish media, a podcast agency
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for BB brands, and I'm also
one of the CO hosts of this show.
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When we're not interviewing sales and marketing
leaders, you'll hear stories from behind
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the scenes of our own business.
Will share the ups and downs of our
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journey as we attempt to take over
the world. Just getting well, maybe
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let's get into the show. Welcome
back to be tob growth. I am
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your host for today's episode, Nikki
Ivy, with sweetfish media guys. I've
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got with me to day Isabelle Papulias, who is chief marketing officer at media
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fly also was recently listed as one
of the drifts twenty five powerhouse marketers to
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follow, and I promptly did so
myself once I saw that list come out.
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But was already slated to have you
on the show, Isabelle, and
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so I'm excited for you be talking
with this that's I was going to be
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talking to us about the some misconceptions
about the role of chief marketing officers and
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why some CMOS fail. But before
we get into that, Isabel I'd love
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if you just give us all a
little bit of background on yourself and what
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you and the folks at Media Flyer
up to these days. Sure. How
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everyone, High Nikki, thanks for
having me on. So my background.
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I am come, or originally from
the marketing research side of things. That's
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how I started my career early on
in New York and then moved on to
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advertising and media agencies, both small
and very larger ones, managing global,
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global accounts for the most part and
I joined media fly three years ago,
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actually joining sales and then, and
behold, six months into the role,
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I was asked to jump in and
build marketing. Given my background, I
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hear here, I was thinking I
had made a career change and back to
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marketing, but it was very exciting
for me to be doing it, you
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know, the brand side of things
and not in a client service capacity.
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And so nearly three years now,
and you know about two of those in
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marketing and I became CMO from Boka
earlier this year. Media Fly is in
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the SELS enablement space. We are
a company that provides cells enablement technology as
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well as advisory services to help reps
be much more effective in front of prospects
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nowhere they're selling. Most sellers go
to potential buyers with a one size fit
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salt powerpoints, you know, boring
presentation and our vision is really to make
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that that process and that interaction a
lot more engaging, more customized, you
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know, more consultative, to be
able to close more deals. And the
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biggest challenges that we solve that for
clients are mainly around helping clients give wraps
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the right content at the right time
when you're in front of prospect right,
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what's the most compelling content that you
want to share in that moment, in
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that discussion, so that you can
influence the buyer? And the other big
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challenge we solve is most most companies
produce a lot of self collateral. Marketing
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teams produce volume and they don't usually
see how it's being used and if it's
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working, if it's moving the sales
forward or not, or even if self
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reps are using it at all.
Right, so we provide a visibility.
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As a marketer, you get to
see exactly how your content is being used,
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what's not used, if the content
is closing the deals, and it
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informs your marketing, your content strategy
that way, right. And so our
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clients with US helping them make their
self seems more effecting from our process.
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Sex We help them close a lot
more deals and drive revenue upwards of sixty
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percent, you know, which is
the end the end game. So that's
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the business run. I love it
at you not talked off lie about how
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I spent most of my career,
my professional career, as a salesperson and
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this is just the kind of tool
that that I know folks need and it's
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it's kind of hard sometimes to figure
out, like so, is is it
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just that that the sales and admit
technology is that part is blowing up more?
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Are Folks finding different, new and
different ways that they want to approach
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sales and then the technology is catching
up? So just kind of off top
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before we get into what we're getting
into. What do you what do you
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think about that as being somebody who's
in the the the really huge sales and
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misspace? So I think I know
way I would look at it. Actually,
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there's a really compelling statistic that I
came across recently, which is ninety
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three percent of companies don't have feels, anablement technology. That's huge. Yeah,
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so there's a huge opportunity there and
I think it's again, that's what
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we need to do, right,
is the way we look at a media
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flies. We want to make cells
and enable not accessible to all the companies
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that have stepped into that space.
Are the ones that are, you know,
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the ones that I have adopted more
quickly. They're perhaps more, you
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know, the risk takers and there
are more innovative right, but our vision
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is to democratize it's so speak.
There's just for exception, largely because of
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CRM and and no offense to the
crum you know of from cloud there,
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but companies have been blur burned with
crum implementations. Right, they're expensive and
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their kind and there they take long
time to implement and they don't see the
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adoption. And so I think by
US mosis there's negative reputation for all other
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cells enable man tools. And the
reality is that it doesn't have to be
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that way. Right, cells enablement
doesn't have to be a risky prop position,
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it doesn't have to be complicated and
through, in fact, a recent
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acquisition that media fly made. You
know, what we're doing now is making
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it accessible, providing a low cost
and easy entry point to cells enablement so
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you can you can dip your toe
in the water, so to speak,
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and then and then grow from there, because the cells enablement journey is not
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the same for every company. There's
companies who are looking for very basic content
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management solutions, right, just make
it easy for me to organize the content,
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push it to the reps, make
sure they have access to it right
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all the way to companies that are
what we call evolve sellers, that are
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looking for very sophisticated self presentation tools
like, you know, integration with her
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part data. How do we visualize
data to make it more engaging to the
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person I'm presenting to? How do
I build in Roy calculators, you know,
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in the conversation, and all kinds
of customizations from there. That doesn't
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mean that everyone needs that. And
then there's everything in between. So for
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us are visual is providing really a
sweeter suite of tools and and and products
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that meet the needs, your needs, whether you're the very beginning of your
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journey or whether you're already pre advanced
and you're looking to up level, for
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sure. So it's interesting. It's
sales enablement, but most of the folks
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I'm talking to about these tools right, people who buy the tools, and
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often the people who are responsible for
getting people to buy the tool our marketers
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and and so I think that kind
of that kind of goes into what we
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were talking about offline as far as
what the role of the CMO really is,
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right. So, so talk to
us a little bit about what it
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was like for you to make in
the transition from the P of marketing into
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a CMO roll over your career and
in what differences you've seen there and then
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we'll get into some of the some
of the the ways that that role is
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expanding, contrary to a lot of
people might think. HMM, so it's
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it for me, the biggest,
the biggest shift I'm noticing. And again,
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the change is recent, right.
So I became change in March,
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but I'm feeling it in a good
way. For me, to change is
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primarily, you know, it is
going from what I call, you know,
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marketing communications. Right, so you
deploy your awareness toxics and your demands
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on tactics to a broader role where
it's really a you know, you have
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the capacity to be much more involved
in transformative initiatives across organization. You know,
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it could be business planning, could
be the way that we're going about
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our our business planning, which were
actually just went through the media fly and
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was largely influenced by marketing. It
could be driving deeper cells alignment with sales,
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like you just talked about, right, and it could be truly broughtening
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the role of the CML as the
chief market officer. You know, not
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the chief marketing officer is marketing,
suggests again, tactics, right, but
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the person that keeps their finger on
the pulse of the consumer, I mean,
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or the buyer, I guess,
because you know our cases be to
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be the buyer and and how the
buying behaviors change. And that's a much
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bigger job. Right and beyond that, even, you know, talking about
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the day today, honestly, where
it feels like. If you for those
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of you folks out there that want
to be CMOS or be piece of marketing,
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if you want to, if you
think you will only be doing marketing,
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think again because on any given day, you know, besides everything where
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we talked about, you could be
doing global, global operations. You know,
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if you're managing a global team,
Global Marketing Team, and your you
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have the global hub in the US, which is usually the model, and
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then regional hubs and local, local
teams. There's a large part of that
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job is operations, is getting,
you know, the teams across the world
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to all march the same the same
tomb. Right, you're in human resources,
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because you're dealing with resource issues and
hiring and so on, and not
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necessarily just within your team but within
the entire the rest of the company.
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So and and of course, you
know there's a if you're in a smaller
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company, versus a big company.
The smaller companies. You tend to our
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multiple hats and I think you can
touch other disciplines more so. And then,
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of course, your role will also
depend on what stage is your growth,
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is your company, and right,
I mean so, for exactly my
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example. You know, when I
started marketing media fly, was it about
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two years ago? We were building
marketing from the ground up. Right,
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we build a marketing team for scratch
and it had developed a strategy and deployed
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the tactics against it and at the
time was very much okay. I need
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to bring build awareness, because nobody
knows about media fly and the category is
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not that mature. People don't really
understand selves and ablement. And then,
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oh, we need to drive,
you know, generate tipeline. So we
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need demand tactics to write. So
at that point is what I call the
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foundation, and you have to do
that. I had to do the foundation.
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I wouldn't have been trying to influence
business strategy across the company or jump
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into strategy discussion with ahead of sales
when I barely had the fundamentals of marketing
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built in. DOES THAT DESIGN EXPENSE? Yeah, it does, it doesn't
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it. It's got me thinking.
You know what's the this is? This
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is a lot just day one,
starting out the things that it sounds like
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you've got to grapple with right away, and so that mean thinking what's and
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maybe you know, I don't know
if you know this an apple. What's
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the average ten year for CMOS relative
to the rest of this sea suite?
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And then I guess gets into this
question of like why, why are folks
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failing at it at at whatever that
rate? Is Perfect time to ask me
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that question. I was at a
conference earlier this week. It was a
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CMOL conference, and they mentioned that
later statistic, which is longer than you
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probably think. So it's actually four
years. Is the average ten year.
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Now, okay, the last number
I had heard was two years, but
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apparently that was no statistic of ten
years ago. So the new one is
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four years, and so I think
that's a good thing. So we're lasting
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longer and I do think it's because
you're seeking the broad me of the role
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right. So you're true. I'm
more of a strategic advisor to the entire
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organization. I mean, look,
if you're going to have a senior title,
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you should be advising and driving growth
across your organization with the rest of
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your peers in the exocted executive team, right. That's your job. Otherwise
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you shouldn't have seen the same for
sure, and I hopefully this is happening
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more and more, and that's why
we're seeing. We're seeing that average one.
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You're being for four years. But
here's another statistic. So that was
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interesting that I heard, which is
more more gloomy, which is a thinking
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was only twenty five percent of CEOS
trust their CMOL. HMM. However,
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as a frame of reference, ninety
percent of CEO's trust their CFO. And
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then here's another one like that I
think is related. I think only twenty
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five percent of CEO's come from marketing, and so if I triangulate all of
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this, I think what that tells
me is because most CEOS don't come from
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marketing, they don't really understand or
relate to it. Right. Well,
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they have less of a trust factor
because, I mean, they don't really
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know what you're doing potentially, and
it was a CFO because it's a soul
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numbers, and I likely also and
many CEOS come from finance. So there's
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a there's a comfort level there,
right. So I don't say what I'm
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getting at is I don't know how
much the perceptions the reality. Today's gross
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story is all about search engine marketing. The company were highlighting is sentinel one.
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This challenger Cybersecurity brand was set out
to disrupt the endpoint protection space.
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Their brand was top notch, their
product was innovative, but they were struggling
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to gain traction online in an already
developed industry. Then they found directive consulting,
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a Bob Search Marketing Agency. Within
the first quarter of working with directive,
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sentnel one was able to increase their
organic traffic by a hundred and twenty
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eight percent and overall lead volume by
an outstanding two hundred and fifty one percent.
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I have a hunch that directive can
get these kind of results for you
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too. So head over to directive
consultingcom and request a totally free custom proposal.
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That's directive consultingcom. All right,
let's get back to this interview.
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So when it comes to white folks
fail, those folks who don't make it
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the four years, who don't make
it past the four years, where are
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some of the reasons why you think
that happened? Yeah, so, I
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would say. So. I think
about the answer for me there is two
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buckets. is into buckets. Fun
is what's on us, and then the
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other is more external factors that we
don't control as much. So, as
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far as you know, why they
fail is for the for the former,
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I would say they fail because they're
not keeping their finger on the pulse of
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the the consumer and how things are
changing. But you need to get ahead
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of those strands, otherwise by the
time you figure it out is probably to
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relate. The second one is,
you know, there's a lot of noise
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around marketing organizations. Everyone has an
opinion, let's be honest, and because
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there's some subjectivity to it. So
it's really a combination of art and science.
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Yes, there's a lot of analytics
and there's data and we should be
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looking at that, but there's also, you know, a certain amount of
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subjectivity and and listening to your gut
and taking some risks and and and testing
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things right, and so there's a
there's to be a lot of noise or
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on marketing, and so it's it
can be easy to lose sight of what
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you think is the right thing to
do. MMM, does that make sense?
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Yeah, yeah, it does,
and it becomes the lot of voice
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in the room. You know,
wins the argument or it's the priority,
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usual, as I call it,
or get maybe not usual, be of
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the week, right, let's go
do this, this, this initiative,
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a lunch, this campaign, or
I have this idea, and then you
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kind of bunsting, bouncing around and
doing too many things and perhaps actually not
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doing the most important thing. And
I think that's on you as a cml
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right to control that. But that
also leads me to the other side of
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why CMOS fill, which is the
priorities that are set for them within the
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organization. The priorities are set for
them by the CEO, right, and
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so I think that's something you have
to be very clear on. When you
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take on a cm roll. What
is the CEOS expectation of the role?
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You know, going back to where
we start our conversation, there's a broad
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any of the role, but at
the origin there's you know, there's some
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some some key areas where there's there's
a marketing, communications role, where it's
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it's primarily like self support and you're
driving me, like the mansion tactics,
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and then there's perhaps a broader roll
from there that also encompasses more like owning
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the customer and the market and truly
influencing, you know, the product road
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map and innovation. And then it
goes bigger from there where there're CMOS that
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I have enterprised why responsibilit using incorporate
sales and they're running. Sales, are
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running innovation on song and right.
So there's definitely different levels. And so
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going to the role is understanding what
is the company really need out of the
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CMOL? And from there then how
do we define the role and then how
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do we define the priorities? And
but I know, by the way,
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how what a success look like.
What am I being measured on by?
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That's not clear. You can really
being taken too many different directions and not
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for certain things and you don't you
don't want the goal post to be constantly
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moving. Yeah, but I can
be very hard. Yeah, I imagine.
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And so that answers a lot of
the questions I was going to ask.
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which word, you know, sort
of what, going in should a
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person consider when they're, you know, wanting to make sure that they last
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in this role? And I think
you're absolutely right that it has to do
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with making sure that you're completely clear
on what the expectations are to begin with
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M it's so that, like that, you also said, this moving of
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the goal post thing doesn't happen,
because that's frustrating at any level. I
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imagine extremely could be extremely frustrating as
a CMO. So thanks for for laying
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that out for us for those folks
who are who are also out there just
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starting out in this role and,
you know, wanting to to last.
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In addition to what you just told
us, before we move on to the
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next segment, can you give us
a couple of things that have been working
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for you as far as how to
avoid some of those those pitfalls that take
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folks out of this role? So
I don't have a braid like a you
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know, breakthrough or shutting answer for
you. It always goes back for me
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to communication, communication and dialog.
That's too to be that some most important
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thing in any relationship, personal professional. So you're reporting to CEO. Have
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the conversation. Things are not clear, things are not working. I don't
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understand. I've lost track of what
you need. What you what my priorities
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are. Be Honest about you can
be polite about it. I'm not saying
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you you wrote about but you need
you need to have the conversation and I'll
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be very transparent. We just went
through that on media fly. You know,
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I have a I I'm likely to
work with the CE CEO. That
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very inspiring, very caring, very
goal oriented person. But because he's caring,
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he's very you know, he's he's
a he's an open book, right,
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and he you can talk to him
about anything. He listened, he'll
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give you feedback. So we we
had the very open discussion about it where
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I felt like I was losing track
of my priorities, in large part because
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of what was going on around the
organization, and we, you know,
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kind of real re established orders,
to speak, and that came out of
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several conversations and, frankly, frustrations
we're having with each other and we figure
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it out. You know, we
figured on a big way. So you
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gotta you gotta Speak Up, you
got to put out there and hopefully you
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reporting to someone who can do the
same, because communication has to be one
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way. Can't be two ways.
I mean you know both ways. They
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can't be just one way. Yeah, I think that that's a great answer.
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Certainly, I attend to not trust
folks who are like, all right,
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here's how you're going to win every
single time. I'm so the bus.
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You're like. Look, man,
you just got to communicate and pay
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attention and stay up to date on
what the expectations are and do the best
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you can, and it's I think, that's how you all you can do
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to succeed at really anything. So
I love the way that you talk about
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what you do. I love the
transparency that you gave us today in the
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way that you laid all of this
out. Thank you so much. Congratulations
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again. I expectable to your name
one many lists to come alongside of the
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powerhouse marketers. But now that I've
successfully picked your brain, is Abelle,
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and seeing what I could get out
of it, it's time for you to
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tell us about what you are putting
in it. So tell us about a
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learning resource that you engage with that
is, you know, informing your approach
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or that's just got you excited these
days. Yeah, so, you know,
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it's interesting for me and I don't
know that anyone or everyone can have
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access to this, but I'm like
you. I'm lucky to have, you
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know, a great advisor on our
board. So we have a functional board.
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So where we have advisors, the
represent the different deparments, and so
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I get a lot of knowledge out
of that, that person and including previous
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advisors from the board and, you
know, having one on one interactions and
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and so related to that, you
can also go to other cmos within your
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network and so on. I get
a lot of out of HPR, the
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Harvard Harvard Business Review, as a
resource. Yeah, lots of stuff around
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marketing there. That really has got
me thinking and I mean I would say
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those the primary things. I've used
marketing props a lot in the past.
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You know, it's a little more
tactical, but it is a great way,
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I'm to have some great webinars,
you know, just sort of like
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shore up your knowledge on tactics that
you may not be as knowledgeable and I've
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heard great things about their annual conference. I have not attendant, but I
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fould very, very good things.
But for me, my primary source is
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going to people, you know,
other CMOS that, frankly, have been
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doing any way longer than me and
and and getting your advice. I love
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that. That's one of my favorite
answers. Knowing how to just first of
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all understanding that the people around you
are a resource and then knowing how to.
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You know pursue in leverage them as
a resource. I think is a
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skill in the IT self. So
I love that answer. Thanks that are
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working without to that, because it
also related to your last question about,
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you know, sort of the every
day and how do you make sure you
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know what fail is is. Yeah, don't be afraid to ask for help.
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You know. Yet don't expect that
because you're the CMO, you have
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all the answers. I mean,
I would be amazing. Hey, I
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would love to say that, but
I'm not that person. I don't have
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all the answers. So there is
nothing wrong with saying I don't know,
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but I know you're the impressing is
knowing what questions to ask, knowing that
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you have a problem. That's right, remising this some's not working, that
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you need to fix it. You
may not know how to fix it,
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but you can ask for help on
how to fix it. But the most
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important thing it's recognizing you know where
you need to focus because something is not
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working. Excellent Advice, Isabel.
I know that everybody listening, just like
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me, has become fast fans of
yours. are going to't want to know
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how to keep up with you.
Tell folks, let's easiest way to connect
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with you. So best way to
connect with me is on Linkedin. I
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00:24:11.380 --> 00:24:15.859
would say find me on linkedin again. It's is about Papullias and I'm usually
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00:24:15.859 --> 00:24:19.059
quite responsive. They're good will.
Thank you so much, like I said,
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for you gave us, gives everything. You gave us insights, you
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00:24:22.819 --> 00:24:26.009
gave us transparency. It's everything I
ever want for this show. So super
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00:24:26.049 --> 00:24:29.609
glad you came on to talk to
us today. I will have to have
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00:24:29.730 --> 00:24:32.970
you on again further down the line
to talk about your first a look back
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00:24:33.009 --> 00:24:36.930
at her first years a CEU Mo, but it's still then. Will close
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00:24:36.970 --> 00:24:41.519
it out. Thanks. Thanks so
much as well. Thank you. We
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00:24:41.799 --> 00:24:45.839
totally get it. We publish a
ton of content on this podcast and it
343
00:24:45.960 --> 00:24:48.359
can be a lot to keep up
with. That's why we've started the BETB
344
00:24:48.519 --> 00:24:53.390
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345
00:24:53.470 --> 00:24:59.789
from an entire week of episodes.
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346
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