Transcript
WEBVTT
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Conversations from the front lines and marketing. This is be tob growth. Welcome
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back to be tob growth. I'm
your host, Benjie Block. Today I
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am joined by Christine Switzer. She
is over marketing and communications at Ridgeline.
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Christine, welcome to be tob growth. Hi, Benjie, great to be
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here. Thank you for having me. Yeah, so you have worked with
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a number of large, old notable
companies and you are in the midst of
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a new challenge, a start up, and you're looking to bring some much
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needed change and kind of overhaul really
to an industry. So tell us right
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here at the top, Christine,
what you're working on this new venture and
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maybe what excites you most about about
the work you're doing. Sure. Yeah,
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so I spend probably the last decade
a combination of some fortune, five
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hundred like total household names, tons
of heritage, lots of brand recognition there
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and in the for the last year
I've been at Ridge Line, which is
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a early stage financial technology startup,
so a little bit different just from just
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from a marketing standpoint, but it's
an incredibly exciting opportunity. So Ridgeline is
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the industry cloud platform for investment management. So we are offering the investment management
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industry something that has not previously been
available to them, a completely holistic solution
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for their technology on a single platform. HMM. Prior to Ridgeline, their
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options have been much more disparate and
disjointed and they've had to come up with
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different sort of like patches and workarounds
and things that lead to a lot of
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frustration in their day to day operations. So one thing that's been incredibly exciting
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and just energizaying about coming to rich
lines is that I don't think I've ever
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been part of an organization that the
audience, our target audience, is just
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so receptive to what we're doing,
like when we tell them our value preposition,
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I mean we see genuine excitement and
there's just this like we're all sort
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of just like levitating from this this
like level of anticipation that we're feeling from
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our target and you know, it's
just it's really motivating as a BEDB marketer
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to to feel like you are authentically
filling a void in a landscape for your
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target audience. They actually they need
this and they recognize that they need this,
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and that doesn't end. I should
cough yet because that doesn't mean it's
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easy to sell this product and we'll
t I know we'll talk about that today,
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but I think what it does is
sort of remedy some of that cognitive
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dissonance that as a marketer, we
sometimes have around selling something that maybe your
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hearts aren't like fully in. But
I just that is not been the case
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with regine. It's it's very easy
to see our value proposition is very compelling
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toward target and that, you know, that makes it a little bit easier
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for me to sleep at night and
for me to get up and go to
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work in the morning and that kind
of thing. Yeah, so it's energizing
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for sure. Okay, so,
on one hand people know that they need
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it, but I'll quote you here
because you said that much of the work
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you're doing in marketing and communications these
days is and this is I love how
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you said this. You said we're
trying to figure out how do we sell
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a brain transplant and heart surgery,
and I think that'll resonate with our audience.
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Who has has to convince an industry
may be kind of set in their
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ways or just because it could be
slow moving and there can be multiple people
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in the decisionmaking process. Man,
we have this new tool, this new
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tech, like it's helpful, but
how do we actually navigate messaging and targeting?
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Right? So, expand on what
you meant by that statement. How
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do I sell brain transplant and heart
surgery? Wait, you don't want to
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sign up for them? Right,
I'M gonna go ahead and pass, I
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think, in the immediate but I'm
sure you'll convince me otherwise. Right,
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yeah, so, so, yeah, I feel like I opened just very
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strong on how our audience are,
our market, sort of recognize this.
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They need this. But at the
same time, even if you, even
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if your doctor says, Hey,
you need the surgery, you're not thrilled
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about it right now. What you're
going to go to it together. So
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I actually let me give a little
background on kind of the history of rich
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line. We have been round all
that long, but I think it's helpful
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to know that for for your listener. So, ridgime is founded by an
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individual named Dave Daffield. He's an
iconic software entrepreneur. He founded people soft,
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he founded work day, and what
he is really successfulat is recognizing these
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like very juicy business problems, these
sort of like systemic to an industry issues
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and throwing all the necessary resources against
them to to solve it with like very
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cutting edge, sort of like nascent
technologies that maybe have not had universal adoption
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yet. So what we're doing for
investment management is not like a band aid
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fix. It's not like we're taking
tech towards like a little bit of some
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of the pain or some of the
issues in the industry. It's really this
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like enterprise scale, kind of like
the whole and Chilata reimagining of what could
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we do if we could do this
better? And so originally we call this
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like the hard stuff, but we
certainly recognize that for our customers, for
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our target audience, this is also
very hard for them in the sense that
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it's it's really daunting that even if
we're giving them change that they're asking for,
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in change that they want, it
still feels scary. So I think,
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long answer to your question, I
think that what we're doing is akin
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to like what a doctor would have
to do, right, we would have
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to explain that it's really a matter
of survival, like you need this because
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it's a matter of survival. Right. So, like, yes, there're
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a short term discomfort that I think
anyone that is in the business of selling
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technology would be familiar with because companies
get so entrenched in the technology that they
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use. In a lot of our
customers and a lot of this industry have
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been using the same tech for decades, decades, and so you know,
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like you just understand inherently without having
to explain like why that's so challenging.
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But I think, like when I
say matter of survival, a lot of
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that is that the industry is beginning
to recognize that like digital transformation is coming
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right and it's unavoidable. So they
are realizing that there is a possibility of
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that kind of idea of like being
left behind if you don't embrace that and
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you don't recognize this change that's coming
and that's being really embraced by the earlier
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doctors of the industry, that you
will be a little bit left out in
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the cold potentially. So so that
helps, I think, is is being
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able to talk to people who see
that coming and who understands that. The
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other thing is just really like knowing
their pain and being super fluent in that.
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So understanding their pain is really what
our role is. Is a marketer,
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right, so that we can translate
into the solution to that pain,
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and so we're kind of trying to
convince them that we understand that pain,
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we are the right people to do
it, and that sort of gives a
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foundation to like become an easier proposition
to go through this like really brutal surgery.
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Well, yeah, so the industry
feels the Tendin they they have this
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lack of technology. You got good
marketing can help put that finger on the
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tension leads them in a better way, right. But much of your work,
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and you're alluding to this, is
convincing companies that it's worth the change,
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it's worth the risk. Everyone kind
of has maybe their unique approach to
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address some of those splinters that their
ICP is feeling. I'd love to hear
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what you guys are learning around that, what you're trying around that to remove
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some of those splinters that they may
feel. Yeah, I think. I
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think principally we consider this a bit
of like a three legged stool. So
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the first one is is our product, right, so the actual the actual
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product that we are selling to them. We built this product in collaboration with
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our early customer, so it reflects
their voice because it was built in collaboration
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with them. This is not us
telling them what they need, this is
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them telling us what they need,
what's painful to them, what is driving
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them crazy about their legacy platforms,
and then us, you know, developing
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that solution that they can test,
that they can feel, that they can
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experience for themselves, and then continuing
through that development stage with us, through
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Beta testing and refining it with us
to deliver them what they have told us
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that they need. So that's part
of it. Is, you know,
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a really, really informed product development, product process. The second thing is,
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I think, our hiring. We
have been able to be super intentional
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about hiring a mix of talent from
like big tech, you know, like
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big tech world, in combination with
domain experts that have like lived and breathe
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the stuff, usually at in companies
that are that are now considered competitors of
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ours, but that have done this
for like three years. And then we
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throw in a mix of a lot
of really young, fresh talent that just
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is innovative by nature, like doesn't
have any baggage because they haven't necessarily been
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in this world very long, that
just infudse all this like really fresh thinking.
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And so I think that the third
part of it is like we say
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that we are a clean sheet of
paper Type Company. So what's been really
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cool is that some of these they're
now leadership at our company, but before
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joining Ridge Line they've told us that
they used to have these like water cooler
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daydream chatter with each other about like
you know what if we just like start
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over on this, and Ridge Line
is giving them that opportunity and it is
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like it is a very strong gravitational
pull for people who have lived in this
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industry for a long time and seeing
sort of the faults and have dreamed about
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the opportunity to kind of rehambish in
it and take a fresh approach. So
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it's compelling for talent and then it's
also very compelling once we sort of explain
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this approach and what Ridge Line has
been doing in the way we've gone after
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this, like the audience gets it, like our prospects have been burned by
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legacy technology and can feel that Reginas
is doing something quite different. Like you
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know, we're kind of I think, I hope that like we're kind of
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passing the sniff test a little bit, because everyone can smell be as when
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it comes smarting right, like we're
all conditioned to to not a cell,
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but I think and hope that Rigina
is delivering them something that that feels compelling
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and different. Let me ask you
a follow up question because, as a
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marketer who has worked for some of
these bigger, older companies and now having
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this experience with these three areas that
you just identified, is there one that's
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extremely refreshing to you specifically right now
as a marker, that you just feel
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like, man, this is this, is nice to be in this space
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and being a startup culture or whatever. I think they're all refreshing, but
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probably probably the one that is going
to be the most powerful for us,
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I think, in the long run, is that collaborative development process, right,
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so, like building this with your
end user. Nothing can can add
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more value to a product than that, right, like we didn't create this
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in a vacuum and then say here, take this, you want this?
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We ask them and we said build
this with us. Like share our vision?
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Do you share a vision? If
you do, like, would you
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be willing to participate in what we
really see is kind of like revolutions in
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their industry and rewriting that future together, and not everyone's going to be into
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that, right, like that's much
more of an early a doctor mindset and
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mentality the practict the pragmatists are going
to be like, hold on, need
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more evidence. I'll be over here
when you see how this turns out.
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But but there there is enough sort
of like critical mass and critical interest in
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doing this that we have been able
to build traction. So that's been very
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cool to say. You mentioned early
adopters. I believe there's seventeen early adopters.
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Correct me if I'm wrong. Okay, but it's it's kind of too
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early for case studies or be like
here's our showcase. Right. I imagine
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that makes this a bit challenging and
people will resonate with that. How has
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that been to like identify those early
adopters and then basically, what are you?
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What's the next stage from there?
Yeah, yeah, it's right.
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I mean we don't have that gold
standard. We are pretty far away from
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being able to do true value engineering
and like land on a nice neat case
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study. Would love to be there. Will hopefully, you know, will
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reconnect in a year and we will
have that, but in the meantime I
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think that we are just thinking of
each customer as the potential for a very
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long term relationships. So, like
with Ridgeline, this is the type.
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Again I mentioned that the legacy technology. A lot of cases these customers have
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been sitting with this technology for decades
and when Ridgeline replaces that technology, we
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will be with them for decades.
Is the hope in the goal. So
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this is not an impulse by we
recognize that this is like a really long
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term and considered process us. So
I think we approach it that way to
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like we see this as a partnership. It's going to last for a lot
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of years and you know, your
audience knowsis you know this. Like you
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can't ask someone to trust you right
like. You have to earn that trust
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and I think that we are fortunate
because we can actually be a bit more
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patient about that process of earning trust. And big component of that is that
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we're privately funded, so we don't
have, unlike, a lot of status.
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We don't have like investors who are
breathing down our neck and asking us
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to deliver upsides immediately, like there's
there's some freedom in that because, while
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we're pushing extremely hard, we aren't
going to put out a product that isn't
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ready and we're not going to put
something out that won't bring significant value to
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our customers, and so, like
we feel that our reputation is staked on
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that and ultimate our customers reputation is
take done that. So it's in our
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best interest to execute with excellence and
it's an our best interest to earn their
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trust. So I think, like
we call it taking along view at Ridge
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line, this this sort of like
unique, like slow burn make sure the
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technology is just absolutely polished before kind
of like putting our foot on the gas
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too hard and acquiring too many customers
too early on or like just, you
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know, growing a little bit big
for our breaches when we're not quite ready
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for that. So again we've been
fortunate it to tap into some early doptors
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who just reck is how transformative this
will be and like they're all in right,
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like they see that we're taking a
patient approach. Like a lot of
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times the contracts in this industry are
years long. So that's a benefit to
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us too. is like they're willing
to extend some of that patients back to
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us because because they you know,
they may not need to RFP their current
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technology for a couple of years.
Hey, everybody, Olivia here as a
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member of the sweet fish sales team, I wanted to take a second and
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share something that makes us insanely more
efficient. Our team uses lead Iq.
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So for those of you who are
in sales or sales ups, let me
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give you some context. You know
how long gathering contact data can take so
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long, and with lead Iq,
what once took us four hours to do
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now takes us just one. That
is seventy five percent more efficient. We
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are so much quicker with outbound prospecting
and organizing our campaigns so much easier than
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before. I suggest you guys check
it out as well. You can find
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them at lead iqcom. That's La
d iqcom already. Let's jump back into
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the show. A lot of times
the contracts of this industry are years long.
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So that's a benefit to us too. It's like they're willing to extend
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some of that patients back to us
because because they you know, they may
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not need to URFP their current technology
for a couple years. Okay, so
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we're these early adopters from previous relationship. Or what was the marketing strategy there,
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and how does that maybe change from
these first seventeen to like the next
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wave that you're going to go after. Yes, great question. We'd think
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about that a lot our customer adoption
curve. Actually, our entire company thinks
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about it, which is which is
kind of Nice. We're coming about three
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hundred, but we were all given
a copy of the Jeffrey Moore book called
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crossing the Chasm. No, no, if you know, audience has read
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this, but it's like classic,
Classic Marketing Book, and he actually came
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and spoke, I should say remotely. He's put remotely to originline last year,
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and so the whole company, which
is eighty five percent engineers and product
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development folks like got to hear this
is sort of like icon of marketing.
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Explain to them that there is a
gulf between the early adopter mindset and then
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the folks who are just by nature
more visionary don't require that more traditional evidence,
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and then that second wave, which
are the pragmatists, like they need
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proof, right. So, like, as a marketer, what do we
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do? So we're getting a little
bit, I would say, creative.
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And what constitutes proof? Like we're
pre value engineering. We don't have the
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case study, but what we do
have is, you know, we have
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very proven track records from the people
that are running our company. So these
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are not young kids read of school
with a cool idea. These are people
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that have really like led different industries
with technology before. So I think that's
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comforting. That's very helpful in your
industry specifically as well. I think that's
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extremely important to note. In finance
you need like financial services. Yeah,
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yes, I agree. I agree, because they they're more conservaive by nature,
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right. So, like they want
all, use the phrase, like
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they want adults in the room,
right, like they want to know that
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the company has been is being run
by people to experience. So there's that.
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We do have testimonials. We're actually
using testimonial is anonymously right now with
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permission. Were using them an ount
ofously, but they do. They're just
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very powerful. You can really feel
the enthusiasm and excitement we are also,
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you know, we've won a couple
of a words, which has been Nice.
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Linkedin recognized us as the top startup. So that's something that, you
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know, we obviously communicate as workers. And then, lastly, I think
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it's it gets the product right,
like what we're building is very complex and
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very hard to do, and if
it, if it wasn't hard, like
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we wouldn't be a threat to the
incumbents. But we have like someone has
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decided to tackle this. Originally,
it's tackling this. So when you show
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them a demo of the product,
I think they're, you know, their
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jaws just dropped because they're like wow, you're really doing it, you're really
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taking on these like really just knotty, messy, complicated parts of financial services,
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like accounting. I mean you need
to work in financial service to know
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that like an entire accounting system would
be like a very hard to create from
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scratch and to join that with other
functional areas so that all of us could
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be done on one platform. And
I will give a slight plug because I
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think your audience will appreciate this and
think maybe it's kind of funny. We've
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recently launched a new website. So
just within like the last months we launch
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a webs s and as a marketer, you know that like optics matter,
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right. So my part of my
early process was developing the the site.
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was like looking just doing an analysis
of maybe twenty five like big tech,
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big industry, big enterprise side it's, as well as like big names in
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the in the tech and startup space, just to feel like what are these
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guys. Do you know? So? And I did this this analysis to
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be like how do you lay out
your home page and like, w where
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are you putting? What's in your
footer and what is your drop down now
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consist of? And so I started
to recognize these patterns, in these commonalities
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that we I kind of created this
model for our website based on that,
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because we're a new company. But
I wanted to create the first impression,
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if you come to our website,
like look, the websites not closing in
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the sale right. These are very
long term, considered purchase both the what
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the website can do is create that
surface, subliminal first impression of like okay,
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this isn't a flash in the PAN, like it's a startup, but
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these people are serious about it,
and it was important to me to create
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a website for ridgeline that reflects where
we want to be, the kind of
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reflects our aspirations of sort of the
future state of our company, even if
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maybe the current state is like if
it would maybe feel like a little premature
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to put us in the same categories
of those companies right now. HMM,
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I wonder. How do you balance
at how do you balance where you are
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with because as a marketing is partially
like you're pulling people into a future,
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but you're also I mean, they're
going to get behind the marketing and they're
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going to get to just like where
you guys are right now. Like that's
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that's always the the push of Bull. How do you think about that?
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Where you are now versus where you
want to be? Does that make sense?
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It does. I think we're so
fortunate because we have leadership that has
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been there, like whenever things start
to feel a little bit hairy, like
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a little bit like that, that's
just feels so challenging and potentially insurmountable.
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And this is just like the biggest, hardest thing. It's really comforting for
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US internally to have leadership that can
say look, we've been there, right,
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like this is part of it.
Like going from zero to one is
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the biggest thing in software right.
So, like once you've gone from zero
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to one, going from one to
four, going from four to twenty,
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it's just it's not as hard.
You've kind of like started rolling down hill
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at that point. So I think
there's that sort of you know, I
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keep saying comfort, but there is
that sort of element of like okay,
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there's we are surrounded by people who
have been through this before and are here
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to like be on the other side
saying it's okay, we're going to get
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there, and I think, I
think an aspect of that extends to how
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we communicate with our customers. To
again, I said, like one of
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you know, one of our strategic
legs here is is talking about our leadership
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and our domain expertise, and I
think for the early adopters that's something they
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gravitate towards too. Is like,
okay, you guys have done this before.
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Like you, you're not going to
be caught off guard, there's not
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going to be as many surprises and
you will you will like navigate through those
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in a way that unsuccessfully. HMM, okay. So we move from the
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seventeen or so that you guys are
at right now to moving forward. It's
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a hyper targeted approach. Basically two
hundred accounts we're going to we know who
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we want to go after. Essentially. What is that type of personalization look
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like? Because so, I mean
there's going to be listeners that are in
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an account based marketing approach, but
this is this is hyper targeted. So
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so talk to me a little bit
about what that looks like in the personalization.
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They're sure. Yeah, I mean
you know we're talking in like low
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double digits right now as far as
customers and that that will change like that
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will change by factors of ten,
factors of a hundred within the next couple
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of years. But right now I
think we want to set ourselves in our
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early customers, up for success and
so we have created kind of a methodology
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using publicly available data to say this
is what our target firm looks like like.
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We have these profiles that are very
tightly defined on for our industry,
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at things like assets under management,
at things like number accounts. They have
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a their firm. But but we
we feel confident that if we're able to
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engage them in a conversation, that
we can say, like the product we
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have right now is ready for you. The product we've built right now was
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built for you by people that do
the exact thing that you do and that
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look quite a bit like you.
So you know, that might be an
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interesting principally for your audience, just
to think sort of about like solving don't
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trying to be everything to everyone,
but like be comfortable with embracing a very
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small target audience and like precisely attuned
to their needs and build success there before
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trying more of like a mass marker
blanket approach. And you ask about personization,
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so that's something that you know right
now. Like, yes, we
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are dialing up our brand profile in
general and we want we want the industry
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to be aware of her richliness.
But at the same time we're not quite
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ready for our door to be beaten
down by perspective firms because we may not
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have a product that's ready for them
quite yet. We will get there,
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but we want to ensure that it's
like a great experience for them. So
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we don't want them to necessarily queue
up with US and have to wait for
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years. Like we want to talk
to the frips that are that are kind
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of ready for us and where as
versa. So but when we do find
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a firm that feels like it's in, that sweets but we really like move
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them. We joke internally that we
just get sort of like very creepy with
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these firms. It's because of the
amount of research that we do. So
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we get around a table, like
our go to market team. Are Marketing
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teams only three people, but our
go to market team will join us in
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these brain storms and we just we
do as much research and then just throw
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ideas out about like thoughtful and clever
ways that we can make a connection.
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I mean I think it's a little
bit akin to like if you met someone
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at a hocktail party and you're trying
to find that common ground with them,
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to just be relatable and to to
like build something that you can potentially start
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relationship with. Like that's how that's
how we think about how our approach it.
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Or early coust give me an example. Okay, yes, so this
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one's really notorious in our company.
So we are headquartered in like Tahoe.
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If your listeners have have had the
opportunity to be there, hopefully they know
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it's like a it's just an esthetic
gem in this country, like it's an
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instagram gold mine, like you can't
take a bad picture. So we live
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in this world of like very tall
pine trees and mountains and big boulders in
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the Blue Lake and but we happen
to have the world's largest pine cones.
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Their native to this area, and
I mean I shouldn't say large, stay
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long. So basically, like from
your elbow to your fingertips. That is
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a good approximation of the size of
the part. That's crazy, and so
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we so we actually package some up
and send them to firms that we were
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really interested in connected with and,
fun fact, it has worked for us.
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So in our early coheart of customers, we have a customer who we
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send a pipe code to and they're
now one of our customers and they're signing
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up for the surgery right then we
talked about earlier. So obviously it's become
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like a huge inside joke with them. But it is just kind of funny
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that as a marketer, like if
you, if you just sort of like
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break the mold and step back and
think about like, I'm just a human
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talking to another human, like what
would interest them? What would be fun,
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what would be suppose? What would
surprise into like them, you really
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like break into this new creative space. It's like surprised, delight and sometimes
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like what the heck? We call
that the the kind of what the heck,
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maybe not as nice terms but as
vice language, but we call that
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that, you know, a little
bit of a head scratcher. It's some
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times work to you mentioned. You
guys have three marketers right now. Yes,
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okay. So with a team like
that, like how, when you're
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thinking of I mean because personalization takes
time, you're mentioning these meetings. Let's
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just go practical for a second,
like how are you actually executing on this,
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this strategy? Like alotting time when
there's Yeh, you hands on the
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team? Yeah, super small team. Actually, there's only three of us.
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One of them just joined and then
myself and the other marketer. We've
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been on the team for just a
year. So this is like kind of
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a new restion of her bridge line
in general to have a dedicated marketing presence.
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But I think what's great is that, I've mentioned earlier, we have
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a larger go to market team that's
inclusive of business swellman and corporate strategy,
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and one of the things I really
have appreciate about Regina is everyone just so
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in it, and by that I
mean they share the sense of accountability and
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the imperative that we're doing it right
at each touch point, that like no
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one is voting in it, like
everyone is executing with excellence along the way.
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So it is in their best interest
to to partner with marketing to make
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sure that our ideas are on target
to make sure that the work that we're
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doing, if it eventually translates to
them in sales, like, they'll be
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proud to sort of like represent the
work that we've done. So we work
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very collaboratively in that regard. But, you know, aside from that,
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we we've set up processes around us
to write because, like any time you're
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launching into something like that, it's
going to feel a little bit intimidated if
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you haven't sort of like set up, you know, if you have an
400
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infuse some discipline in there too.
So we do have. You know,
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we've weekly meetings and we have lots
of spreadsheets that help keep us honest all
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00:29:22.480 --> 00:29:26.359
the stuff. But we're making it
work. I love following the current back
403
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I love hearing about what you guys
are thinking on this, trying on this.
404
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I want to end hyper practical here
for our listeners to take this and
405
00:29:34.599 --> 00:29:38.400
be able to run with it.
So let's go first. What are some
406
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of the results that you've seen from
this approach versus? Maybe you know there's
407
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going to be listeners that are more
into the content marketing side, or you
408
00:29:48.599 --> 00:29:52.000
know there's different approaches. What are
some of the results you've seen? Sure,
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well, I think it's might be
interesting to mention that I actually in
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my last role I did content marketing, right like that was my that was
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my job like five years. So
it's funny to now be at regine where
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in some ways I've really returned to
these this very like fundamental place of thinking.
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Like a marketer, all I think
about all day long is connect with
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our target, which, if you're
leading a market organization, that should be
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what you're doing all day. But
we all know that that is not what
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True Day looks like. So easy
aside tracked, yeah, so easy in
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your day gets filled up with all
the other stuff. So I think from
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a result standpoint, part of it
is just is trusting the people that you
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work with. So our founder,
deaped field, really beliefs in like hiring
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the right people and getting out of
their way. And there is a it's
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really imputed or culture. There's this, there's an openness to try new things,
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and I think sometimes that's a good
reminder to just be like look,
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it's okay to try new things and
it may not work out, because when
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you're at a start up everything is
kind of new, like yes, you've
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maybe done it in a former role, but like you're there's a there's a
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forgiveness, I think, for a
try and stuff and maybe not knowing exactly
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how it's going to work out.
Yeah, and I think something else from
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from like a result standpoint, is
if you're coming from a place of like
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real authenticity and honesty, it's going
to work out well for you in general.
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I think that's maybe a life principle
too. For sure, like we,
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you know I mentioned earlier, like
we see this as an opportunity build
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relationships with these really forms and we
know this is a long term proposition for
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them. So what we're trying to
do right now is not just build,
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not just earn their loyalty, but
we want to do the best thing that
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you could possibly do as a worker
or which is create evangelist. Like we
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want to turn this early subset of
influencers in their industry into evangelist for original
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to talk about how great of an
experience are having with us. And that
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may be the case even before they
are operating off of our technology. So
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you can sort of in gender,
that sense of trust, in that sense
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of just sort of like competence in
the industry, even before you're like you're
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offering your technology to the entire industry. So I think that's where we're seeing
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positive results, is just just being
really genuine and thinking of these says as
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relationships. You mentioned your background and
content marketing. I wonder if you could
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go back to that version of yourself, Christine, like is there a piece
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of advice that you would would give
to those that are, you know,
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in that space or the all that
the younger version of you? Right?
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Yes, well, younger Christine.
So well, yes, I think there's
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some. There's a concept that we
talked about it rich one called radical candor,
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and what that is is like this
sort of respectful honesty about what is,
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what is still serving us, what
is continuing to serve us, what
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00:32:53.680 --> 00:32:58.680
is maybe not serving us as well
anymore, and where do we need to
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focus to be successful? And if
you are out of alignment with what the
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core business needs are, then I
think that's a really like healthy principle that
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I would have liked to have known
maybe earlier in my career. Is like,
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is what I'm doing a box check
or is what I'm doing truly driving?
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This is value, because just day
to day it's going to be more
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satisfying, meaningful to you to know
that the efforts that you're making are contributing
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to sort of the greater good and
you don't have to like twist yourself into
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nuts to justify, like, well, I'm doing this which like kind of
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contributes towards this, that there's KPI
hear which latters up kind of to this.
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HMM, if it feels a little
bit closer and more autheptic to the
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mission of your company, then I
think you're going to drive more satisfaction out
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of your efforts. Last question for
you before we close it out. But
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if someone is listening to this whole
conversation and they're going to walk away with
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00:33:54.240 --> 00:33:58.680
an action item from Christine, what
do you want that action item to be?
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00:33:58.720 --> 00:34:01.559
What should we be focused on as
as we leave this episode? Okay,
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00:34:01.680 --> 00:34:05.400
so maybe two things, I feel
allow me two things. I think
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00:34:05.440 --> 00:34:09.719
one is just a reminder that being
authentic and genuine and understanding that you're just
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00:34:09.800 --> 00:34:14.400
a person talking to another person at
the end of the day and that,
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00:34:14.440 --> 00:34:19.199
like, if it doesn't, if
what you're if your tactic, is not
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00:34:19.239 --> 00:34:22.280
going to work on you, then
like it's probably not going to work on
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00:34:22.320 --> 00:34:24.880
anyone else right. So I think
that's that's healthy because we sort of like
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get ourselves into the space where we're
talking about like, oh well, I'm
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00:34:28.719 --> 00:34:30.960
just gonna I'm going to change the
color on the span or ad or whatever.
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00:34:31.079 --> 00:34:37.079
That'll that'll change you know, that'll
like change performance dramatically, and sometimes
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00:34:37.079 --> 00:34:40.239
it's healthy just to step back and
and see like, okay, you know,
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00:34:40.280 --> 00:34:44.000
a marketers, we really have an
advantage, right, like we have
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00:34:44.159 --> 00:34:47.400
performance data. So there's no way
that any of us should get complacent and
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00:34:47.480 --> 00:34:54.280
what we're doing. We should always
be just hypercritical and vigilant about how we're
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00:34:54.280 --> 00:35:00.239
spending in our days and whether it's
working, because if you're not doing that,
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00:35:00.280 --> 00:35:07.119
then you're settling for mediocrity and you
are probably spending time on things that
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00:35:07.159 --> 00:35:10.920
are not serving you any longer.
And I also just I just want to
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00:35:10.960 --> 00:35:15.639
sort of encourage people that, like
if you're a marketer. Yet in my
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00:35:15.719 --> 00:35:19.480
opinion we are a very sort of
clever and strategic group, and so,
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00:35:19.719 --> 00:35:23.119
you know, we do sort of
deserve a seat at the table in an
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00:35:23.199 --> 00:35:28.000
organization, because I like to think
that if you put a marketer up against
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00:35:28.079 --> 00:35:30.800
just about any business challenge, we're
going to think of may be interesting and
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00:35:30.920 --> 00:35:36.679
creative and unexpected ways to approach it. So, you know, give yourself
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00:35:36.719 --> 00:35:39.639
a little bit, a little bit
of credit, for you're not just a
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00:35:39.639 --> 00:35:44.480
marketer, you're like a business strategist
and you should really think about your role
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00:35:44.639 --> 00:35:47.880
as such. HMM, it's great. I love this conversation. Thank you
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00:35:47.960 --> 00:35:52.639
for spending time and given away some
of your wisdom and what you guys are
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00:35:52.679 --> 00:35:55.519
learning at rigeline right now. For
those that want to connect with you and
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00:35:55.559 --> 00:36:00.079
the company, what's the best way
to go about that? Yeah, so
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00:36:00.239 --> 00:36:04.079
would welcome connections. Look me up
on Linkedin at Christine Switzer, and you
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00:36:04.079 --> 00:36:07.599
know, I mentioned we recently launched
a new website, so check out ridgeline
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00:36:07.599 --> 00:36:10.280
appscom. With love to know what
your listeners think about that. I kind
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00:36:10.320 --> 00:36:15.239
of divulge my secrets about how we
got to that place. So welcome feedback.
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00:36:15.280 --> 00:36:19.880
They're great. Well, thank you
so much for spending time on be
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00:36:20.000 --> 00:36:23.039
tob growth and for our listeners.
If you have yet to subscribe to the
501
00:36:23.039 --> 00:36:25.960
PODCAST, make sure you do that
on whatever platform you're on right now.
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00:36:27.000 --> 00:36:30.920
You can connect with me on Linkedin
as well, having conversations about marketing,
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00:36:30.920 --> 00:36:36.000
business in life over there all the
time, and we love these conversations because
504
00:36:36.079 --> 00:36:39.960
hopefully it's helping fuel your growth and
innovation. Ultimately, that's why we're here
505
00:36:40.000 --> 00:36:44.239
as a show. That's why Christine
and I showed up today and took the
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00:36:44.280 --> 00:36:46.880
time to record this and so,
hey, keep doing work that matters and
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00:36:46.880 --> 00:36:51.559
we'll be back real soon with another
episode. Thanks, Christine. Thank you,
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00:36:51.599 --> 00:37:19.760
Benjay. That was a pleasure.