Transcript
WEBVTT
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Looking for a guaranteed way to create
content that resonates with your audience? Start
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a podcast, interview your ideal clients
and let them choose the topic of the
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interview, because if your ideal clients
care about the topic, there's a good
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chance the rest of your audience will
care about it too. Learn more at
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sweet fish Mediacom. You're listening to
be tob growth, a daily podcast for
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B TOB leaders. We've interviewed names
you've probably heard before, like Gary Vannerd
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truck and Simon Senek, but you've
probably never heard from the majority of our
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guests. That's because the bulk of
our interviews aren't with professional speakers and authors.
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Most of our guests are in the
trenches leading sales and marketing teams.
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They're implementing strategy, they're experimenting with
tactics, they're building the fastest growing BB
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companies in the world. My name
is James Carberry. I'm the founder of
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sweet fish media, a podcast agency
for BB brands, and I'm also one
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of the CO hosts of this show. When we're not interviewing sales and marketing
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leaders, you'll hear stories from behind
the scenes of our own business. Will
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share the ups and downs of our
journey as we attempt to take over the
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world. Just getting well, maybe
let's get into the show. Welcome back
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to be tob growth. I'm logging
lyles with sweet phish media. I'm joined
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today my Pat Johnson, senior strategic
marketing initiative specialist over at Adobe. Pat,
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how's it going today? Man,
good Logan, how you doing,
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my friend? I am doing wonderful
where chat and football. It's a long
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time until the first broncos game of
next season, but you and I are
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both looking forward to it. More
to the point, though, today,
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you and I were chatting the other
day about the unique rotational program you guys
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have going over within the marketing function
at Adobe. We're going to be unpacking
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that see what other marketing teams can
learn from that, some specific benefits,
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I think we've got at least four, that you've experienced, and what other
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marketing teams can learn from that and
potentially implement. Before we get into that,
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man, for folks who don't know
you as well as I do,
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give us a little bit of background
on yourself and what you and your team
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over at Adobe you're up to these
days. Man, yeah, absolutely,
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and thanks for that and thank you
for bring up the broncos very early on.
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It's going to be a long offseason
and probably a long few years,
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but will keep to a native calords. I think we'll both keep those hopes
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alive. But yeah, so I've
been with adobe for about two years.
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I've been in what started at Marquetto, before Marquetto was acquired by adobe.
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We had formed a marketing rotational program
and I was kind of first person to
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run through it in short over a
two year period. Some mine's coming to
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the end now. I'm given four
different rotations within different disciplines of the marketing.
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So in my case it was product
marketing and Customer Demand Generation, folks
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on the install based and cross cell
and all that kind of stuff. We
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can dive into all that and kind
of go through my a tacical experience and
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just why I'm so passionate about evangelizing
this kind of rotational program for people that
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are really young in their career.
How do we how do we take talent
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that comes in at lower levels,
just out of college and nurtured in a
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really holistic and well round way that
works for the employee and for the business
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itself? So yeah, absolutely,
man. I could just tell when we
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were chatting the other day and you
talked about some of your experience in this
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program. I thought, and there
are going to be some things for other
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people to learn from that. So
in a bit we're going to get into
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some of the specific benefits that you, as a marketer, by going through
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this sort of program, have seen. But let's set the stage a little
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bit for folks who have never heard
of this sort of rotational program give us
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a little sense of the scope and
then we'll dive into, as you pointed
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out earlier, benefits to an organization
for implementing something like this and then benefits
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to the marketers who are going through
this sort of program. So let's back
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it up and talk about, you
know, just kind of size and scope
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and implementation of what you guys have
today at a Dobe. Yeah, no
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doubt. So it started a Marquetta. As I mentioned, it was definitely
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a walk, crawl run type of
set up with us. I was the
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first person to come in and over
about six months we keept bringing in one
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rotator at a time, which was
a perfect way for us to implement it.
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In short, wherever there was a
business need for someone who did not
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have the maybe technical experience or really
the marketing landscape or the landscape of what
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we were trying to do at Marquetto
on that team. If there was a
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place where some could be plugged in
really quickly, knowing that it was going
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to a kind of plug that gap
and to be a really great way for
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some to kind of dive in and
get their feeware really quickly, that's kind
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of where rotators would come in to
play. And so I came into product
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marketing on my first rotation, for
example, and there was some turnover that
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happened for I got there. That
was kind of just a weird time in
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Marquetto's history and I got my hands
on so many projects that I just had
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no business doing, and I think
that's for the employee, for the rotator,
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that's a really great side of it. But if you hire right,
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if you're if you're looking at rotators
as really talented, if they have the
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right experience, I think that there's
a lot that they can do to surprise
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you. For, you know,
a lower payment. You know it's an
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entry level job, it's someone coming
out out of college, but they are
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given an opportunity and hopefully they prove
it right. So that's kind of how
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we built the program at Marquetto and
it was adopted by a dobe very enthusiastically
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and we now have five rotators.
I'm going to be the first one to
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complete the program in its entirety and
we have a place program after that where
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I'm still kind of working through that
and seeing what the next step is,
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but it's been the best. It's
just I can't give enough praise to having
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a program like this in our company. It's up level of my career.
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It's up will, I hope,
the business. That sounds a little conceited,
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but I hope it's up level with
the business and I think it's something
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that everyone should consider. Yeah,
absolutely, Man. So with that,
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I think you know my next question
was going to be around the benefits to
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the organization, but I think we
circle back to that. I just can't
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wait to dive in to some of
the things that you've seen by going through
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this. You mentioned to me before
that building bridges across teams and going into
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the rest of your marketing career with
that sort of mindset has been one of
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the big things for you right absolutely, Our man and Angelic Spouse, Swiss
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Army Knights, and it's kind of
true we have to pull a lot out
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that we might not even know we
have in our tool kids. Sometimes we're
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putting positions where we need to approach
a problem that we may not have experienced
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in a new rotation, but we
sort of have the advantage point of other
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teams that we've been on. You
know, if there's something about to go
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to market strategy and I'm sitting on
demand generation, there's kind of a demand
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generation way to do that right.
There's also a product marketing way where they're
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looking at things are an entirely different
angle and they might have the voice of
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the customer, they might have the
customers ere a little bit better. How
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can I help demand an adopt?
That? I think is a great place
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for a rotator, someone who's kind
of in this transient role, to pick
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and choose the things that are going
to be very cross function of it,
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are going to carry across that catoism
and really provide a little bit of value
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and a little bit more perspective round
issues that some teams have been doing their
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own way for so long. I
think that's a huge, huge benefit of
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something like this. Yeah, absolutely. I think I saw Dave Gearhart on
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twitter this week talk about one of
the worst reasons you could do something in
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your marketing Org, and that is
because we've always done it that way.
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Right. The other thing I love
there is it you talking about, you
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know, just that fresh perspective that
you bring two different teams fat. So
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can you remind me how long do
you typically in the way that you guys
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do a rotator program? How long
do you spend in in each disciplined you
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do dedicate, you know, a
certain amount of time to each one before
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you start kind of rotating around and
hopping from project to project? Or how
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should people think about, you know, implementing that maybe in the early days
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to get some of those benefits?
Definitely great question. It's a learning process,
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I would say, and, as
I mentioned, I was the first
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one to go through so there were
some higups in terms of transition time and
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all that. But in Shure it's
four rotations six months each. You kind
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of start mapping out where your next
rotations going to be a month in advance,
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you know, obviously not really knowing
much about the candidate as you're interviewing
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them and all that there's going to
kind of be throwing darts at a wall.
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It feels like you'll start to very
quickly, at least for me and
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for the experience of the other rotators
here. We begin to see what we're
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good at, what we're interested in, as do our managers. In terms
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of time splits and time shares.
We dedicated about twenty five percent to the
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demand operations team, which is where
the rotational program sits within our organization.
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So there's kind of a homebase team
where we support a lot of those more
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tactable operational functions, which in itself
is a great place to sit. Everyone
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on our team gets certified in Marquetto
everyone on our team has a few just
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corresponsibilities that are critical to the business
and we do get to see that kind
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of Tenzero foot view that that specific
organization holds. And then the other seventy
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five percent of our time we dotted
line into whatever a team were rotated on
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too, so we are mainly focus
on what we're doing at that point,
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with a few other kind of fun
projects on the side. The transition period
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is definitely I would say, communication
is what will make or break that in
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terms of transferring into different teams within
the rotational program and then the permanent placement
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position afterwards, which we're about to
go find out for ourselves. If we
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think about rotations as similar to medical
rotations, where you pick one scale up
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and then you pick another one up
and along the way you're deciding, Hey,
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I'm actually really good at this or
I'm okay this, but this component
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of it I'd really like to apply
to my next role. If you continue
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doing that long enough, by the
time you get to where I'm at,
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where I'm a couple months away from
actually having that permanent placement, I have
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a really clear understanding of what direction
I want my career to go in,
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and that's all because of how we
split this time. Six months is a
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long time for me to kind of
understand something about a team. It helps
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me kind of get through the honeymoon
phase of it helps me get rid of
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the butterflies, helps me getting confidence
in that scale and apply it forward as
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I choose. Yeah, that makes
a lot of sense, man. So
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some of the advice that I heard
I just want to pull out for listeners
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a little bit. You know,
you mentioned if you're doing this sort of
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rotational program giving the rotators quote unquote, as you call them, some sort
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of homebase for you guys. That's
demand ops, which you know, as
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you mentioned, has a lot of
tactical advantages to it. And then,
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you know, as they first start
to rotate and go out to other departments
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and work on some of their initial
projects, maybe kind of let them test
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the waters and see where, just
where the opportunities are and don't be afraid
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of always following the same systematic approach
of you know, they spend six months
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in product marketing next and they have
to go here next. There can be
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some flux there and I like your
correlation to the way that medical programs work
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with with rotational programs there as well. I think that's a good picture for
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folks to have in their mind.
So we talked about one of the benefits
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you you mentioned about bridging the gap
between teams and and bringing a demand generation
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perspective to product marketing, or vice
versa, those sorts of things. One
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of the other things that you guys
have seen that's probably a benefit to you
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as a marketer as well as to
the organization, is that cultivation of empathy,
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not just bringing a mindset of one
function to the other, but actually
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having empathy that can help with cross
functional relationships. Right, absolutely. And
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if we start talking about empathy,
I do need to give a hat to
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to Gredep Dylan, who, and
Michael Brenner, to be honest you know,
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the two guys leading the charge in
terms of empathy in the workplace.
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I think I'm very lucky to work
very closely with your deep in my current
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rotation, but I bear amiss if
I didn't give him a hat tip for
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instilling this in me, and that's
that's kind of part of it, right,
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as a rotator, whether you realize
it or not, despite being at
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the entry level, despite being a
specialist, you do create relationships across the
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organization in a way that other people
don't. I think it's something really important
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to keep in mind. rotators are
culture drivers. They understand the working relationship
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of and the interpersonal relationship of their
colleagues in a very different way than someone
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who has a fixed role, and
I think that that's a huge, huge
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benefit. If you have rotators in
they can help you cultivate the culture that
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you want to make, empathy being
something that we really preach here at Adobe
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and something that we exude in at
least try to exude every single thing that
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we touch, whether it's empathy or
fun or enthusiasm, of positivity. Bringing
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in rotators having, you know,
that experience where they get to meet everyone
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and see everyone work and understand what
gets people stress and will get certain organization
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stress. What do certain organizations care
about? Having that empathy carried across their
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rotations is wildly helpful and we have
seen the downstream effects of that here.
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Without absolutely man I mean I think
you're speaking to benefits to both the organization
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and the individual, because, you
know, I think in sales and marketing
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today one of the biggest drivers of
your professional success is going to be your
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cultivation of empathy as a person.
You know, as a marketer, it
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helps us communicate better and right better
copying and develop better campaigns with our customer
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in mind, and not just in
mind, not just these buyer personas that
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we all do, but actually have
empathy for for other human beings, and
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then for the organization, developing empathy
across cross functions as well as, as
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you mentioned, kind of being these, you know, silent culture drivers.
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It's it sounds almost like, oh, you're on a covert mission to instill
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integrity across every function, but not
so much like that, but because there's
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that exposure they have. I mean
there's no better word for it, exposure
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two different teams to see what's going
on, where some of the pitfalls,
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where are some ways that we can
drive the things that we want to in
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our culture, because the cultures who
become toxic in the and unsuccessful are the
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ones that aren't intentional. So kind
of a side benefit of having this sort
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of rotational program in your marketing,
at least from what I'm hearing pat is,
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can be a cultural benefit too.
Oh, absolutely, and not to
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mention who's to say that your program
just stops at marketing? We have rotators
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that are in sales enablement, we
have rotators that are working on executive experiences
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and events like that. I sold
sponsorships to Adobe Summit last year. It's
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really what you want to make it. How holistic do you want your young
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talent to be in terms of business
knowledge, so when they do end up
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plugging into a permanent role they have
so much business acumen about your entire operation?
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That's been wildly helpful for us.
It really is what you want to
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make it in terms of what makes
sense for your organization. Obviously, with
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smaller organizations, you know, if
you're not a Marquetto or an adobe or
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a Magenta or anybody like that,
you might want a rotator to bounce between
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even operations. You know, sales
ops, accounting like it's totally up to
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you. At least in my perspective
and from everyone that's been in the rotation
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program there's a lot of fire and
hunger for that knowledge as quickly as we
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can possibly get it. We see
this type of program as a huge benefit
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to us because we get to say
no, I know how this, this,
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this, this and probably seventeen other
things about the business work. It
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really helps me just being personally.
It helps me grow fonder of my company
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every day. It makes me want
to work harder, makes me want to
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learn more about it. It really
is a two way street. Everybody.
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We had to take just a minute
today to tell you about our good friend
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Donald Kelly. If you're not aware, he's the host of the sales evangelist
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podcast and for over one two hundred
episodes he's been interviewing the world's best sales
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experts, sellers, sales leaders and
entrepreneurs who share their strategies to succeed in
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sales. One of my favorite episodes
on his podcast is episode four. Look
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for impossible to inevitable in the headline. If you're not yet subscribed, just
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search sales evangelists. Wherever you do, you're listening. All right, let's
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get back to the show. So
there are two other benefits. I wanted
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to make sure we got time for
one. I think we'll hold to the
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end. But you mentioned one that
really you kind of alluded to right there,
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and that is as a rotational program
member or rotator, you can kind
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of have a different perspective, not
only on different teams and their different roles
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and their perspective, but a unique
perspective on the bigger picture issues as well
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as the initiatives. Okay, how
are things? You get to see those
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common threads of okay, this is
the big initiative that our CEO announcer.
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This is the you know, our
big company Wide Okrs, and I'm seeing
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how different things are tying to that. And so, as you mentioned,
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you another culture driver is getting people
who are more engaged in the mission and
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vision of the organization. Right,
absolutely, and I think a big piece
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of making bad successful is understanding where
you're going to actually house the rotational program
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within your organization. Since ours is
in demand operations. The head of that
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function is on the marketing leadership team
for our actual digital experience marketing team,
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so she is a very high level
view and because of that we get to
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see a lot of that stuff as
well. Yeah, I think that that's
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a huge benefit and you know,
I keep going back to the benefits for
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the for the employee, for the
rotator. Understanding what's important to the business
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at a very early stage in your
career could not be more helpful to keeping
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what we kind of called the general
manager mindset. It's been wildly beneficial for
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all of us going through the program
to be able to say no, these
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are probably the things that matter,
because we see how demand operations, in
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our case, is responding to these
things. We understand if, if we
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are the employees within that organization and
only twenty five percent of our time is
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going to be devoted to those tasks, they're going to be tasks that need
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to get done. We get to
ask why. We get to kind of
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see where fits in, where our
peace makes that puzzle a little bit clear
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and again, huge benefit for us
huge benefits it for morale for us and
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obviously, I keep saying, obviously
like we're incredible. Hopefully we're doing our
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part for the business. Yeah,
absolutely, Man. I mean, you
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know, you can hear in the
words that you choose your passion for the
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way this, this has worked,
which I think, as you mentioned,
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applies to any sort of organization in
in some former fashion that they might choose
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to roll it out. I mean
I was thinking about, you know,
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a smaller team like ours here at
Sweet Fish, were a scaling startup that
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is not the size of an adobe, and I was thinking exactly what you
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recommended. You might even go broader, because you know it's not as far
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to go to go over to finance
or operations or customer success in a smaller
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team and you could kind of do
this on a mini scale as well.
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I don't think you have to be
in multiple countries and have thousands of employees
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in order to make something like this
work. Just to go back to something
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that you mentioned earlier, so to
round it out today, pat so we
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talked about bringing the gap across teams. We talked about developing empathy and all
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those sorts of benefits that that you
can have there, as well as getting
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people who are bought into the mission
and vision because they have a unique perspective
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on different aspects of carrying out the
execution of the overall company initiatives. The
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fourth thing that I know we wanted
to touch on a little bit is what
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you call band aid fixes for quick
ass if you have these sorts of rotational
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members of the team that can just
drive efficiency in different areas of marketing or
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whatever functional role they're touching right yeah, no doubt in some of that comes
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from standardizing a few processes for rotators. Like I mentioned earlier, everyone needs
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to get marquetto certified. That's just
something that we needed in our back pocket,
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regardless of what team we're on.
I don't sit directly in demand generation
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right now, but I'm in Marquetto
at least three or four times a week
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doing something, whether that's for demand
operations, whether it's an internal newsletter or
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anything like that, or whether it's
actually driving forward a few things that sit
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within the commercial demand operations team.
That's one example. It's one very tactical
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example, but it's great having people
who have this generalized skill set and I
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know we talked about books in the
past. Range by David Epstein, pretty
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recent book that just came out,
but incredible. It kind of it praises
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generalists in a very specialized world and
I I think regardless of whether you are
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one or not, having one around
you is really helpful, and rotational programs
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really help generalists surface. I would
say it doesn't build generalist. It helped
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generalist surface by giving us the opportunity
to say hey, see if you like
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this, see if you want to
go deep in this. If not,
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that's great, we have this tool
that you can carry and when you need
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this later you'll be glad you did. In a you know, that's the
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band aid, quick ask part.
Does that answer the questions? That kind
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of where you're at it? Yeah, I was picturing that, you know,
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just being able to you know,
be in a different department and not
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having to call in demand generation for
something because, you know, Mar Quetto
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or or something like that. But
I love the the even bigger point that
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you made their pat that having this
sort of program brings the light to your
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generalist because they do have a lot
of strengths to offer your organization in it.
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So it can help them rise to
the surface at the same time you're
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developing specialist that have at least a
working knowledge of different areas. So they've
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got a generalist base. But,
like you said, if they go through
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this rotational program and then you go
to you know, kind of like going
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back to the medical analogy. Okay, now you want to be a brain
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surgeon or, you know, now
you want to be a product marketer.
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We could get into a whole other
episode comparing product marketing to brain surgery,
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but I want digress there. But
I think it's interesting that this sort of
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program can help you develop your generalists
and also develop your specialist at the same
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time. So I think that,
combined with some of the other benefits that
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we talked about today, can be
really helpful for folks to think about how
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they could enact or deploy some sort
of program similar to this, whether they're
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at the size of adobe or there
are smaller scaling startup pat this has been
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a fantastic conversation with you, man, as every conversation has been. I'm
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just glad we got to record this
one. If anybody listening to this is
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like me and has become a fast
fan of yours and would like to stay
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connected, or maybe ask some questions
of you specific to the rotational program.
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If they're thinking now about trying to
develop something with their own organization, Shin,
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what would be the best way for
them to either reach out or stay
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connected with you? Man, absolutely
linkedin's going to be the best beats.
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It's just going to be linkedincom in, Pat Johnson, Denver. Please feel
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free to reach out. I can
connect you with the founder of the program
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if you're interested. I feel like
I am just a visual auntie forgetting more
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opportunities like this out there for recent
college grads. So give me up with
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any questions. Love and I really
appreciate him and absolutely pat, thanks so
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much for being on the show today. Hey there, this is James Carberry,
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00:22:34.009 --> 00:22:37.690
founder of sweet fish media and one
of the cohosts of this show.
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00:22:37.250 --> 00:22:41.130
The last year and a half I've
been working on my very first book.
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00:22:41.730 --> 00:22:45.519
In the book, I share the
three part framework we used as the foundation
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for our growth here sweet fish.
Now there are lots of companies that ever
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00:22:48.160 --> 00:22:52.720
yased a bunch of money and have
grown insanely fast, and we featured a
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00:22:52.759 --> 00:22:56.319
lot of them here on the show. We've decided to bootstrap our business,
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00:22:56.519 --> 00:23:00.230
which usually equates to pretty slow growth, but using the strategy outlined in the
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00:23:00.269 --> 00:23:04.309
book, we're on pace to be
one of inks fastest growing companies in two
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00:23:04.349 --> 00:23:08.230
thousand and twenty. The book is
called content based networking, how to instantly
347
00:23:08.390 --> 00:23:11.789
connect with anyone you want to know. If you're a fan of audiobooks,
348
00:23:11.829 --> 00:23:15.660
like me, you can find the
book on audible or be like physical books.
349
00:23:15.660 --> 00:23:18.660
You can also find it on Amazon. Just search content based networking or
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00:23:18.779 --> 00:23:25.059
James Carberry, car be a ARY, in audible or Amazon and it should
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00:23:25.099 --> 00:23:25.700
pop right up.