#BestOf2019: Scaling Your Startup from $1 MM to $10 MM in ARR w/ Scott Vaughan

WEBVTT 1 00:00:05.360 --> 00:00:08.310 Hey there, this is James Carberry, founder of sweet fish media and one 2 00:00:08.310 --> 00:00:11.189 of the cohosts of this show. For the last year and a half I've 3 00:00:11.189 --> 00:00:14.990 been working on my very first book. In the book I share the three 4 00:00:15.029 --> 00:00:18.910 part framework we've used as the foundation for our growth. Here is sweetfish. 5 00:00:19.350 --> 00:00:22.620 Now there are lots of companies that everased a bunch of money and have grown 6 00:00:22.660 --> 00:00:25.579 insanely fast, and we featured a lot of them here on the show. 7 00:00:26.339 --> 00:00:30.579 We've decided to bootstrap our business, which usually equates to pretty slow growth, 8 00:00:31.100 --> 00:00:34.700 but using the strategy outlined in the book, we are on pace to be 9 00:00:34.859 --> 00:00:38.649 one of inks fastest growing companies in two thousand and twenty. The book is 10 00:00:38.729 --> 00:00:42.729 called content based networking, how to instantly connect with anyone you want to know. 11 00:00:43.250 --> 00:00:45.329 If you're a fan of audio books like me, you can find the 12 00:00:45.369 --> 00:00:48.450 book on audible or if you like physical books, you can also find it 13 00:00:48.570 --> 00:00:54.799 on Amazon. Just search content based networking or James carberry CR BEA ARY in 14 00:00:55.000 --> 00:00:58.920 audible or Amazon and it should pop right up. All right, let's get 15 00:00:58.920 --> 00:01:03.840 into the show. Hey, everybody, logan with sweet fish here. It's 16 00:01:03.880 --> 00:01:07.909 a new year and at do decade and we're celebrating by rounding up the top 17 00:01:07.069 --> 00:01:11.829 twenty episodes as we look back on two thousand and nineteen. Will be sharing 18 00:01:11.950 --> 00:01:15.030 them here throughout the month of January in our Hashtag best of two thousand and 19 00:01:15.030 --> 00:01:21.379 nineteen series. Coming in at number eleven was a really fun conversation with Scott 20 00:01:21.420 --> 00:01:25.620 Vaughan, the emo over at integrate. He is a seasoned marketing and start 21 00:01:25.620 --> 00:01:30.060 up veteran and we had a great conversation and about his lessons learned in early 22 00:01:30.099 --> 00:01:34.409 stage startup growth. Welcome back to the BB growth show. I'm your host 23 00:01:34.489 --> 00:01:38.569 for today's episode, Logan Lyles, with sweetfish media. I'm joined today by 24 00:01:38.650 --> 00:01:42.450 Scott Vaughan. He is the CMO at Integratescott, how you doing today, 25 00:01:42.489 --> 00:01:47.560 sir? Doing Fabulous. Thanks again. It is great to have you on 26 00:01:47.680 --> 00:01:51.719 the show. Scott. We are going to be talking about some key lessons 27 00:01:51.799 --> 00:01:57.239 learned in our crucial stage of growth from one million to ten million and rr 28 00:01:57.719 --> 00:02:00.629 and really excited to have you unpacked some of the lessons that you've learned in 29 00:02:01.030 --> 00:02:05.590 going through that. Before we go straight there, Scott, I would love 30 00:02:05.629 --> 00:02:07.590 for you to give a little bit of background to listeners on yourself, and 31 00:02:07.990 --> 00:02:12.550 you know what you and the team at integrator up to these days. Yeah, 32 00:02:12.830 --> 00:02:14.789 thanks. Well, boy, it's great to join you. I love 33 00:02:14.909 --> 00:02:19.460 that your title of your show is about growth. That's so much more what 34 00:02:19.620 --> 00:02:23.979 marketing is about these days. My background is really, believe or not, 35 00:02:24.139 --> 00:02:30.250 classically trained marketing person in communications, started as a brand in a product person. 36 00:02:30.409 --> 00:02:36.090 Over time took US stint of probably about ten years of the career and 37 00:02:36.250 --> 00:02:39.129 moved into sales and sales management and really got that view of the world. 38 00:02:39.930 --> 00:02:44.879 But Marketing is my passion. So for the last twelve years or so, 39 00:02:45.479 --> 00:02:50.439 thirteen years, I've been really in the office of marketing, executive leadership and 40 00:02:50.560 --> 00:02:57.439 being a CMO of a large global peck entity and now at a really high 41 00:02:57.479 --> 00:03:00.110 growth STASS company. And Yeah, you get some learnings along the way, 42 00:03:00.629 --> 00:03:06.750 especially filling both those sales and marketing roles. Yeah, absolutely, I think 43 00:03:06.909 --> 00:03:10.990 that that offers such a unique perspective that informs, you know, where the 44 00:03:12.150 --> 00:03:15.819 merger in the and the overlap of those two functions are happening today. So, 45 00:03:16.300 --> 00:03:21.020 with that being said, Scott, I would love to dive straight into 46 00:03:21.620 --> 00:03:24.740 some of your lessons learned and background that we're going to be sharing. That 47 00:03:24.860 --> 00:03:30.569 I think will be helpful for other marketers at various stages in their growth journey. 48 00:03:31.009 --> 00:03:37.210 So let's talk about the early days at integrate and you know where you 49 00:03:37.250 --> 00:03:40.479 guys were at, where you started with building the brand and what that first 50 00:03:40.520 --> 00:03:45.159 stage kind of look like and what you learned and in the early days they're 51 00:03:45.919 --> 00:03:50.199 sure. Well, I joined integrate a few years in to the companies founding 52 00:03:50.439 --> 00:03:58.229 and amazingly they had the right idea and a noble mission and the right idea 53 00:03:58.270 --> 00:04:00.430 even for a solution, and I stumbled into it saying, well, can 54 00:04:00.509 --> 00:04:04.069 it really do this? And so, in a grate span, a pioneer 55 00:04:04.150 --> 00:04:10.819 of first mover in an area of is now called demand orchestration but that works 56 00:04:10.900 --> 00:04:15.259 with marketing automation and Crm to really help marketers get clean, intelligent leads into 57 00:04:15.300 --> 00:04:20.579 the system. That all sounds great now, but really was a very entrepreneurial 58 00:04:21.139 --> 00:04:26.769 like many startups, and it was stopped me when you like something, looking 59 00:04:26.850 --> 00:04:30.250 for opportunity and looking for Product Market v Stop me when you like something. 60 00:04:30.329 --> 00:04:33.810 I love that. That's that's the selling right. You want to be able 61 00:04:33.889 --> 00:04:40.000 to listen to customers and develop products. Why? The core idea and core 62 00:04:40.120 --> 00:04:44.480 solution was always there. How you bring that to market, how you package 63 00:04:44.519 --> 00:04:48.120 it, price it, deliver, it all really matters in those in those 64 00:04:48.160 --> 00:04:55.069 early stages. Yeah, so where did you find some of the struggles or 65 00:04:55.269 --> 00:04:59.069 things maybe that you you wish you would have known going in as you got 66 00:04:59.269 --> 00:05:03.470 to that next phase of testing product, market FID determining what is our focus, 67 00:05:03.629 --> 00:05:06.540 what is our swim lane? I imagine those were kind of the the 68 00:05:08.060 --> 00:05:13.819 next steps in the evolution as leading marketing for the organization. Yeah, boy, 69 00:05:13.819 --> 00:05:16.420 there's so many learnings there love. But the first thing I think that 70 00:05:16.699 --> 00:05:23.810 really worked is I didn't focus internally when I started. I basically left the 71 00:05:23.930 --> 00:05:32.089 nest and went into market talking to prospects, customers, influencers and identified people 72 00:05:32.089 --> 00:05:38.839 who had a pulse, but also identified those that had a change management mindset, 73 00:05:38.959 --> 00:05:42.720 thought leaders, people that were looking out into what the world was going 74 00:05:42.759 --> 00:05:47.040 to look like in spend a lot of time listening, white boarding, doing 75 00:05:47.120 --> 00:05:49.670 those kinds of things. So that that part, I think, worked and 76 00:05:49.750 --> 00:05:55.269 got off the ground. And Focus. I think the harder part, and 77 00:05:55.670 --> 00:06:00.949 although we tried to do it, was being disciplined about defining the market segments, 78 00:06:01.029 --> 00:06:04.980 the verticals and the types of companies and accounts we were going to go 79 00:06:05.139 --> 00:06:10.939 after we definitely had to change management right, but in the end what really 80 00:06:10.980 --> 00:06:15.339 helped us is that we we pick the focus and we really worked hard at 81 00:06:15.379 --> 00:06:21.850 definding our ideal customer profile and we also really worked hard to work with those 82 00:06:21.889 --> 00:06:27.529 who prospects and customers that had that foresight, you know, the early adopters 83 00:06:27.930 --> 00:06:30.930 who really wanted to make a difference in their business and also, we're looking 84 00:06:30.930 --> 00:06:35.720 to advance their career with something interesting and new, and we took advantage of 85 00:06:35.759 --> 00:06:41.399 all those things. I just would I would have done that faster and really 86 00:06:41.560 --> 00:06:46.560 committed to taking that approach. Yeah, yeah, so which part do you 87 00:06:46.639 --> 00:06:51.230 wish you would have done fasters? Is Focusing on those those early adopters who 88 00:06:53.069 --> 00:06:57.550 you're not just talking to? These are the people who we could serve right 89 00:06:57.589 --> 00:07:00.629 now and they kind of get it. But those people who, yeah, 90 00:07:00.069 --> 00:07:05.339 we get this, but what's next? Give me more and focusing more effort, 91 00:07:05.379 --> 00:07:11.060 as opposed to fifty balance between the going to the market as it is 92 00:07:11.139 --> 00:07:15.459 today and those people looking forward. Do you think more time should be spent 93 00:07:15.540 --> 00:07:18.050 on those folks that that are seeing the next five to ten years in the 94 00:07:18.089 --> 00:07:21.370 market that you're serving? Yeah, and even in our world, the next 95 00:07:21.370 --> 00:07:26.810 two to three years. So absolutely one focus on those people, but also 96 00:07:27.290 --> 00:07:30.399 what I meant by that aggressively. To me it's all connected in product market 97 00:07:30.519 --> 00:07:38.720 fit and focus. But being specific, it's being convicted to a market segment 98 00:07:38.879 --> 00:07:43.439 and getting the company faster to rally around that. Now there's some realities. 99 00:07:43.519 --> 00:07:46.870 In some cases you have still have revenue streams that you need to support, 100 00:07:46.029 --> 00:07:49.990 that are keeping the lights on and are funding the business. Maybe you know 101 00:07:50.189 --> 00:07:55.149 that that first phase of the company where it may not be your president in 102 00:07:55.269 --> 00:07:58.860 future, but it is what you need to do, and that was a 103 00:07:58.939 --> 00:08:03.139 case a little bit here at integrate. But still making that ripping off that 104 00:08:03.300 --> 00:08:07.779 bandate and making that decision every marketing and sales leader and certainly founder, when 105 00:08:07.819 --> 00:08:11.699 you talk to them, you got to go through the process. But there 106 00:08:11.699 --> 00:08:16.850 are ways to accelerated and kind of making some convictions to get the faster product 107 00:08:16.889 --> 00:08:22.250 market fit in. Those early adopters, if you're successful, become your best 108 00:08:22.329 --> 00:08:26.889 advocates and they feel like they're also part of the mission. Again, especially 109 00:08:26.970 --> 00:08:31.559 integrate is a good example bringing something, a new idea, a new approach 110 00:08:31.799 --> 00:08:35.879 to the market, in this case marketing technology. Yeah, do you think 111 00:08:35.960 --> 00:08:41.549 there are a lot of marketers on teams at that stage Scott that see the 112 00:08:41.669 --> 00:08:46.750 most pushback from there. Maybe their sales counterpart or maybe that's the founder or 113 00:08:46.830 --> 00:08:48.350 founders, or maybe both of those are maybe those are one in the same. 114 00:08:48.389 --> 00:08:52.509 At the stage that they're in that there's pushback because as you try to 115 00:08:52.590 --> 00:08:58.899 to narrow that focus, then they see that total addressable market shrinking very quickly 116 00:08:58.019 --> 00:09:03.539 and they have maybe more struggle with that than the marketing leader who's looking at 117 00:09:03.700 --> 00:09:09.139 the benefits of focusing in on that niche. Or does it really depend on 118 00:09:09.220 --> 00:09:15.169 on the organizational leader? Maybe no, it does depend on the orristation organizational 119 00:09:15.210 --> 00:09:18.850 leader, but especially in the broader text base, founders have a couple of 120 00:09:18.970 --> 00:09:22.769 things and I love working with them. I'm not a a founder mentality but 121 00:09:22.850 --> 00:09:28.120 I've not founded a company personally, but work with enough for them to understand, 122 00:09:28.159 --> 00:09:31.039 including our own Jeremy Bloone, who's fantastic. But they see by their 123 00:09:31.080 --> 00:09:37.279 nature of being entrepreneurs, they see the world as big and big opportunity and 124 00:09:37.480 --> 00:09:39.789 we need to do more. So you're a bit going, a little bit 125 00:09:39.830 --> 00:09:45.710 counterculture to that, even though they intellectually understand it. The vision so much 126 00:09:45.789 --> 00:09:50.909 bigger and the business opportunity is so much brighter. It's getting that balance right. 127 00:09:50.029 --> 00:09:54.299 That's why you've got to be a true champion of getting that focus, 128 00:09:54.700 --> 00:10:01.299 getting that ICP and working maybe with a smaller group of prospects and customers and 129 00:10:01.340 --> 00:10:05.980 influencers in the beginning and then build from there. The second thing is founders 130 00:10:05.100 --> 00:10:09.090 also when they're out with investors, everybody wants to know how big the market 131 00:10:09.250 --> 00:10:13.610 is. So that and, yeah, influence and so there's some ten in 132 00:10:13.809 --> 00:10:18.570 that pull in that area and you have to get that balance right. So 133 00:10:18.809 --> 00:10:22.639 one of the other lessons I know you mentioned as we were chatting offline before 134 00:10:22.720 --> 00:10:26.200 this interview, Scott, is about building a category at be curious to hear 135 00:10:26.360 --> 00:10:31.600 your thoughts. We have a series going within this show on category creation and 136 00:10:31.679 --> 00:10:37.070 I've heard people you reach out to me and talk about or ask really what 137 00:10:37.350 --> 00:10:43.990 is the the difference between differentiation and really category creation? You know, as 138 00:10:43.029 --> 00:10:50.019 someone who's been a part of company like integrating through these evolutions in the market, 139 00:10:50.500 --> 00:10:54.419 what would you say there and what role did category creation play in this 140 00:10:54.580 --> 00:10:58.379 phase of growth for you guys at integrate? Well, a couple things. 141 00:10:58.580 --> 00:11:01.539 Even though integrated blown through the start up phase and we're in high growth mode. 142 00:11:03.179 --> 00:11:05.490 More still, in the process of that category creation, you want to 143 00:11:05.529 --> 00:11:09.649 be able to create it, but it's also there's market dynamics that you have 144 00:11:09.769 --> 00:11:15.009 to deal with. So what I found is the category creation and, by 145 00:11:15.049 --> 00:11:20.159 the way, some of the pioneers in the space is Christopher lockhead his team 146 00:11:20.240 --> 00:11:24.000 playing bigger as a lot about category creation, if you have anybody wants to 147 00:11:24.120 --> 00:11:28.039 really dig into that. But what I found in going through this process is 148 00:11:28.720 --> 00:11:33.950 it's very different to do positioning and differentiation, which most of us marketers can 149 00:11:35.029 --> 00:11:37.990 do pretty well, or at least understand that principle right, when you're creating 150 00:11:39.029 --> 00:11:41.990 a category. It's so much more and that you know really have to be 151 00:11:43.429 --> 00:11:48.259 an advocate and vangelical. You have to be able to articulate and paint the 152 00:11:48.299 --> 00:11:52.500 landscape in the future as well as the present, and what that category is 153 00:11:52.539 --> 00:11:58.340 going to look like. You have to really work the influencers. So yes, 154 00:11:58.419 --> 00:12:01.179 it's some of the analysts, but in the early stages it might be 155 00:12:01.850 --> 00:12:05.250 those that have a lot of influence on the inner circle or that have a 156 00:12:05.409 --> 00:12:11.850 big voice on stage or in a blog or an individual advisory. It's not 157 00:12:11.970 --> 00:12:15.330 just the big analyst firms, and so you have to you have to have 158 00:12:15.490 --> 00:12:20.360 those people behind you and believing in the not just your mission, but that 159 00:12:20.519 --> 00:12:22.919 there's a new world out there and there for a new category is forming. 160 00:12:24.399 --> 00:12:26.279 You also have to have, as I spoke to earlier, not just the 161 00:12:26.360 --> 00:12:31.070 advocates for your solution, but advocates that there is a better way to do 162 00:12:31.230 --> 00:12:35.029 that, and you see that in a lot of markets today that can see 163 00:12:35.110 --> 00:12:39.070 and connect the dots and be able then to amplify that. And the last 164 00:12:39.110 --> 00:12:43.509 thing I would say it's a little bit counterintuitive, especially when you want to 165 00:12:43.549 --> 00:12:48.179 be a great revenue driven marketer and big partner with sales. You have to 166 00:12:48.259 --> 00:12:52.139 overinvest a bit in thought leadership, because that's what's going to really help you 167 00:12:52.379 --> 00:12:56.899 shape the category. You got to carry more than your own weight. You've 168 00:12:56.899 --> 00:13:00.690 got to carry the weight of the category as well, right, and that's 169 00:13:00.730 --> 00:13:05.250 important to the last thing I'll say that I really learned is it's almost like 170 00:13:05.450 --> 00:13:09.289 an infomercial on steroids. You really got to nail the this is the way 171 00:13:09.330 --> 00:13:13.759 it was before and this is what happens after, and this new category is 172 00:13:13.840 --> 00:13:18.559 going to change the world. I know that very traditional in the way many 173 00:13:18.720 --> 00:13:26.669 people position open. A sales presentation or any meaningful communications or presentation is the 174 00:13:26.750 --> 00:13:30.669 before and after. But that piece of it's, I think, is another 175 00:13:30.750 --> 00:13:37.149 important tactic in creating a category. Yeah, but I think there's one key 176 00:13:37.269 --> 00:13:41.100 distinction between presenting the before and after that you talked about. There's Gott. 177 00:13:41.100 --> 00:13:45.779 It's not the before and after of our product. Here's your pain, here's 178 00:13:45.779 --> 00:13:48.620 our product, here's the solution. It's a level above that. It's here's 179 00:13:48.620 --> 00:13:52.940 the bigger shift that's going on in the mat you know right, and so 180 00:13:54.059 --> 00:13:56.049 it's the same before and after, but it's at a bigger scale and people 181 00:13:56.490 --> 00:14:01.570 connect to that larger story. You know, the the open view article about 182 00:14:01.649 --> 00:14:05.889 Zora's best sales deck ever that has been, you know, highly touted and 183 00:14:05.490 --> 00:14:11.440 replicated and things like that. They pointed to the bigger shift in the subscription 184 00:14:11.720 --> 00:14:16.879 economy as opposed to this is what your day is like dealing with payments now, 185 00:14:18.000 --> 00:14:20.679 and this is what it's going to be like afterwards. They went a 186 00:14:20.759 --> 00:14:24.000 level up and I think that's the same thing as what you touched on there 187 00:14:24.080 --> 00:14:28.629 with category creation. If you're going to lead, if you're going to produce 188 00:14:28.830 --> 00:14:33.710 thought leadership content in your category, it's bigger than yourself or your organization, 189 00:14:35.309 --> 00:14:37.580 because a category is not a category if you're the only one living in it. 190 00:14:37.740 --> 00:14:41.899 Right then it is just harder for defacies. That's exactly right. And 191 00:14:43.659 --> 00:14:46.500 emphasize that. What you said about to war, that was not a technology 192 00:14:46.539 --> 00:14:52.700 or a shift in that sense we're talking about a whole business and economic because 193 00:14:52.740 --> 00:14:56.809 a business model move and economic shift. It was a technology shift. It 194 00:14:58.009 --> 00:15:01.570 was it at all those pieces. So let's not fool anybody. You also 195 00:15:01.570 --> 00:15:05.690 have to be in the right space in most cases to be able to build 196 00:15:05.690 --> 00:15:09.159 a category. It has to be there has to be a lot of truth 197 00:15:09.200 --> 00:15:13.080 in it. You can't manufacture it right right. I think that's a that's 198 00:15:13.080 --> 00:15:16.440 a great point as well. Awesome. So one of the other things, 199 00:15:16.960 --> 00:15:20.509 Scott, that I know you mentioned, was key for you guys in the 200 00:15:20.710 --> 00:15:26.029 next level of building your demandgine engine and really expanding to that next level was 201 00:15:26.110 --> 00:15:31.990 leveraging the power of alliances and strategic partnerships. Can you tell us a little 202 00:15:31.990 --> 00:15:35.980 bit about the lessons learned there that might be applicable for other scaling teams? 203 00:15:35.659 --> 00:15:41.940 Sure, and in the beginning our demandin engine was very account based and making 204 00:15:41.980 --> 00:15:46.860 sure again, we get at oversteer to try to do too much. As 205 00:15:46.899 --> 00:15:50.289 you move from kind of heavy thought leadership and positioning and a lot of one 206 00:15:50.409 --> 00:15:54.169 on one working with cells, you now need to in order to hit your 207 00:15:54.210 --> 00:15:58.970 numbers, to move from ten to twenty five million and beyond. Again, 208 00:16:00.049 --> 00:16:03.450 this is the stage we're talking about. You have to put in some key 209 00:16:03.570 --> 00:16:08.320 pieces and you can hire sales people all you want, but there's already in 210 00:16:08.480 --> 00:16:12.679 our market, for example, a wonderful set of partners who are already out 211 00:16:12.759 --> 00:16:18.029 working with your your target enterprise customers, and they already have a trusted advisor 212 00:16:18.070 --> 00:16:22.350 relationship. And so the key is not to ask them to resell your product, 213 00:16:22.429 --> 00:16:26.590 but you want to co sell and go to market together. So you're 214 00:16:26.669 --> 00:16:33.100 giving them those partners in new capability. The customers winning because they're already in 215 00:16:33.139 --> 00:16:37.700 there doing work with their other their other systems, there other processes and all 216 00:16:37.740 --> 00:16:41.019 the things to go with it. And that really was a way we began 217 00:16:41.139 --> 00:16:48.049 to scale is using partners and the key is, and this is not cornball, 218 00:16:48.129 --> 00:16:51.490 this is true, there's a difference between partners and having a large volume 219 00:16:52.049 --> 00:16:57.330 and having partnerships where that is more focused on a smaller group that again believe 220 00:16:57.450 --> 00:17:03.240 in the same mission, believe in the purpose and can see that bigger picture 221 00:17:03.279 --> 00:17:07.519 that we've been talking about in the category. Yeah, you you need more 222 00:17:07.640 --> 00:17:14.319 people rowing in the same direction to, you know, exponentially increase your efforts. 223 00:17:14.640 --> 00:17:18.589 I can definitely indefinitely relate to that, Scott. So what's next from 224 00:17:18.589 --> 00:17:22.910 there? What is kind of that next stage tend to look like, you 225 00:17:22.990 --> 00:17:27.630 know, for maybe a team that's that's approaching that next level of high growth 226 00:17:27.670 --> 00:17:32.740 beyond, you know, ten million and above and in Arr some of the 227 00:17:32.819 --> 00:17:36.779 things they are the maybe to start to look out for if they're kind of 228 00:17:36.859 --> 00:17:38.660 at that tipping point. I think that would be a great place to it's 229 00:17:38.700 --> 00:17:42.740 kind of come full circle with this conversation. Yeah, well, I'll just 230 00:17:42.980 --> 00:17:47.890 the living example. During the year, as I talked about, we had 231 00:17:47.970 --> 00:17:51.849 a Max of five marketing people just in a year or two cents. Then 232 00:17:51.890 --> 00:17:56.690 we have seventeen. And what happens next is you really have to focus on 233 00:17:56.769 --> 00:18:02.519 the enterprise brand, build branding, being clear articulation of your narrative in your 234 00:18:02.599 --> 00:18:07.960 story, really be able to connect that to your demand engine without losing the 235 00:18:07.039 --> 00:18:12.190 momentum in your partnerships, etc. So the invest in brand. While it's 236 00:18:12.230 --> 00:18:15.950 always there on a one two one, you have to put some money behind 237 00:18:15.990 --> 00:18:19.109 it and in our case we hired a BP of marketing, very strong in 238 00:18:19.230 --> 00:18:25.630 this area. We expanded on a more expertise. We have deeper digital expertise 239 00:18:25.750 --> 00:18:32.259 and event expertise. We Have MDR marketing development wrap expertise, and so we 240 00:18:32.500 --> 00:18:36.500 put that in place now to really be able to crank the engine and to 241 00:18:36.619 --> 00:18:41.339 be much more data driven in our approach as we move to this next phase 242 00:18:41.890 --> 00:18:45.650 and be able to scale the business. And one of the keys they're logan 243 00:18:45.009 --> 00:18:51.650 is that really comes from all of us, but our CEO really believes in 244 00:18:51.730 --> 00:18:53.690 this. Is You want to hire talent who kind of been through this high 245 00:18:53.730 --> 00:19:00.200 growth process before. That's a learning I think that when you talk to founders 246 00:19:00.240 --> 00:19:04.000 who've been success stole and scaling and growing businesses and serving customers, that you 247 00:19:04.119 --> 00:19:08.039 need people who've seen it before. That's not the discount and grit or great 248 00:19:08.039 --> 00:19:12.509 work, but you really need to put people in place who are excited about 249 00:19:12.549 --> 00:19:17.390 the rocket ship ride and know what to do, because there's a lot of 250 00:19:17.470 --> 00:19:22.549 meteors. Help there. Yeah, folks that have dodged a couple meteors or 251 00:19:22.789 --> 00:19:26.779 run into one and have the scars to to know what to do next time 252 00:19:26.819 --> 00:19:30.420 they see one coming towards them or recognize one coming towards them. Right, 253 00:19:30.740 --> 00:19:34.299 that's exactly right. Some pattern recognition and they can and they also know other 254 00:19:34.460 --> 00:19:38.369 talent that they can bring in. So the speed the market becomes important. 255 00:19:38.410 --> 00:19:42.690 There's no ramp up time that they could hit the ground running quickly and have 256 00:19:42.809 --> 00:19:47.569 an impact on the business and on your customers. Yeah, you need more 257 00:19:47.730 --> 00:19:52.359 people with with experience and specialization, because you've got a lot more balls in 258 00:19:52.440 --> 00:19:57.640 the air at once and at that stage I think that that analogy definitely holds 259 00:19:57.680 --> 00:20:00.559 true, even though I kind of mixed juggling with the rocket ship, but 260 00:20:02.039 --> 00:20:07.309 hopefully people are following there to analogies hold true maybe anyhow. Well, Scott, 261 00:20:07.390 --> 00:20:11.069 this has been a great conversation. I really appreciate you sharing your wisdom 262 00:20:11.109 --> 00:20:15.750 from lessons learned over the years, and that's the luck of to you guys 263 00:20:15.829 --> 00:20:19.069 in the next stage of growth at integrate. On that note, if there 264 00:20:19.109 --> 00:20:22.299 are any folks listening to this that would like to pick your brain, asking 265 00:20:22.420 --> 00:20:26.299 follow up questions or just stay connected with you learn more about integrate, what's 266 00:20:26.299 --> 00:20:30.700 the best way for them to reach out. There's two ways. Linkedin is 267 00:20:30.740 --> 00:20:34.769 obviously a great place. Scott Lawn via you Gha ed reach out, you 268 00:20:34.849 --> 00:20:41.450 drop me a note check that way is where it integratecom very simple brand name 269 00:20:41.569 --> 00:20:45.170 and a website you can learn more about what we're doing. They're always one 270 00:20:45.210 --> 00:20:49.279 of the joys I have is comparing and sharing notes with other marketing leaders. 271 00:20:49.440 --> 00:20:55.039 And by the way, Logan, keep carrying that growth torch. It's it's 272 00:20:55.119 --> 00:20:59.079 a really great area and a cause that will help all of us marketers. 273 00:20:59.720 --> 00:21:02.440 I appreciate it, Scott. Well, thank you again. This has been 274 00:21:02.680 --> 00:21:06.549 fantastic. Really appreciate you coming on the show today. Scott, hey, 275 00:21:06.630 --> 00:21:10.630 everybody, logan with sweet fish here. If you're a regular listener of BB 276 00:21:10.869 --> 00:21:12.750 growth, you know that I'm one of the cohosts of this show, but 277 00:21:12.910 --> 00:21:15.829 you may not know that I also head up the sales team here, is 278 00:21:15.869 --> 00:21:19.779 sweetfish. So for those of you in sales or sales offs, I wanted 279 00:21:19.819 --> 00:21:23.700 to take a second to share something that's made us insanely more efficient lately. 280 00:21:25.140 --> 00:21:29.059 Our team has been using lead Iq for the past few months and what used 281 00:21:29.059 --> 00:21:33.130 to take us four hours gathering contact data now takes us only one or seventy 282 00:21:33.210 --> 00:21:38.609 five percent more efficient. We're able to move faster withoutbound prospecting and organizing our 283 00:21:38.690 --> 00:21:44.329 campaigns is so much easier than before. I'd highly suggest you guys check out 284 00:21:44.369 --> 00:21:48.920 lead Iq as well. You can check them out at lead iyeqcom. That's 285 00:21:48.000 --> 00:21:52.039 Elle a d iqcom