1:59

to like 35 different companies.

2:02

And it came down to a couple, the

2:05

relationship with the sales leader was critical.

2:08

And the things that I was looking for in a sales leader was

2:10

experience. I mean, Adam's taken a company

2:12

public before, so that is super

2:14

exciting to me. The partnership

2:17

and value of marketing. Too often,

2:19

sales leaders think of marketing as a lead machine,

2:21

not a partnership and how

2:23

we bring our teams together and go crush the market.

2:26

And third, I just want him to be a good human being. This

2:28

is not an easy tour. I

2:31

did back channel calls. I talked to his former

2:34

two CMOs and they just

2:36

talked about what a good human being he was.

2:38

And that makes it easy. I think that makes it easy

2:41

then to have the good debates.

2:43

And we did that.

2:45

Hey folks, just Mark here.

2:47

Yeah, this concept of back channeling

2:50

is critical. What this essentially means

2:52

is you are reaching out to people

2:54

that know this individual, whether

2:57

you're doing a peer review like this or

2:59

you're doing an interview and

3:01

you're finding folks that they didn't provide to you to

3:04

try to get a more honest view on this

3:07

individual. Now, I have to do a little

3:09

side of like, you need to check

3:11

with your legal counsel and your HR

3:13

team to understand the legality

3:15

of this. But aside from that,

3:18

it is common practice. Some of the best interviewers

3:20

I know put tremendous

3:22

weight on the back channel. And

3:24

so number one, you need to do

3:27

it.

3:28

And number two,

3:29

there's a lot of science and

3:31

how you ask the questions because a

3:34

lot of times people

3:36

are gonna be overly optimistic, they wanna be

3:38

nice. I'll give you an example of a good question.

3:42

So so far in

3:44

this particular role, we're looking for someone

3:46

that has a high work ethic, a

3:49

strong amount of coachability, a great

3:52

culture fit and someone

3:54

that works in the team well. Can

3:56

you rank this individual, each

3:58

of those attributes? from highest to lowest.

4:02

And so you see what I'm doing there is you're forcing

4:04

the individual to give me some

4:06

insight. What is this person exceptional

4:09

at and what does this person say above

4:11

average at? And it allows you to check

4:13

their insights against what you've understood

4:15

so far. All right, let's get back

4:17

to Sydney.

4:19

We probably had what, three or four different

4:21

calls out of my thing? And we talked

4:23

about like, what are we gonna disagree

4:25

about and how is that gonna work? And

4:27

when things go awry, like I've had

4:29

passive aggressive partnerships with sales

4:32

leaders, where they say yes and then they never follow through

4:34

because they're like, I didn't wanna do that. I

4:36

wanted us to be true partners. Adam

4:39

was the one, yeah.

4:40

Amazing, yeah, when you mentioned the back

4:42

channeling, I'm curious about how you

4:44

actually did that. Because if you're like, hey, what

4:46

do you think of Adam? They're always gonna be like, oh, he's

4:48

amazing. How did you approach that

4:51

discussion to really get at the honest

4:53

truth?

4:54

There was one conversation I recall where

4:56

the leader, she was a CMO and

4:59

she joined when they were a CRO CMO and

5:01

then Adam took over the head and

5:04

she said she fought to

5:06

stay independent and she

5:08

wished she would have actually been

5:11

part of Adam's team. And so that resonated

5:13

with me in someone's reflection of, because

5:15

I would have felt that way too, like absolutely

5:17

no way. I'm not reporting to CRO. I'm a CMO,

5:20

I want the seat at the table. And

5:22

so the fact that she said she

5:24

wished she would have done it differently meant

5:26

something to me. Because that speaks not only to his

5:29

ability to lead a

5:32

revenue organization, but also

5:34

his ability to lead

5:35

a company. Amazing. All

5:37

right, Adam, let's turn over to you. You were here

5:39

for a bit at Drata full time. And

5:43

you are part of the selection process

5:45

for your marketing leader partner. Can you

5:47

walk through how you deal with Sydney? Yeah,

5:49

it's interesting. So I spent six months

5:51

as an advisor to Drata before

5:54

I joined. So I had some optics. I

5:56

knew that we were gonna need to see them all. Yeah,

6:00

this whole six months advisorship,

6:03

I love it.

6:05

I love it from the executive

6:08

candidate perspective, and I love it from the

6:10

startup hiring perspective. I

6:13

get so many calls from

6:16

my peers in the industry saying, Mark, you know, I'm

6:19

trying to figure out what to do next. And

6:22

if there's someone like Adam who doesn't

6:24

necessarily need a paycheck tomorrow, I often

6:28

say you're crazy if you go

6:30

through a two week interview process

6:32

and pick your next company. Instead,

6:36

I often encourage them to do

6:39

some temporary advisement,

6:41

get out there and

6:43

find two or three companies to spend

6:45

a day a week with for months.

6:49

And you'll start to understand everything

6:51

about that company, how the founding team

6:53

works, how the executive team works, all the skeletons

6:56

that are in there. And

6:58

you'll make a better decision. One of them will naturally

7:01

pop and you want to be part of it. Or

7:03

maybe you'll just have to go off and find others. And then from

7:05

the startup perspective, same thing. Like

7:09

you're crazy if you don't have an

7:11

advisory board of each

7:13

functioning organization, an opportunity

7:15

to go out and bring someone

7:17

that is years ahead of where you

7:19

can hire them into the fold

7:22

of what's going on with the hope that

7:24

you convert them to a C-Love executive. So

7:27

I love what happened here with Adam and

7:29

Drada as they forged this relationship.

7:32

All right, let's get back to Adam. So

7:34

I was a big part of the interview process.

7:38

And when I met Sydney, she's strong. And

7:40

I wanted to do Dale Jones to make sure that

7:43

she was a good person to her point. That's

7:45

really important to me. I love strong

7:47

people, but I have to be able to work with them. I

7:49

find that I'm strong too. And when

7:51

you can work with good people and understand

7:53

the why, whether you agree with it

7:56

or not, you can do it. During

7:58

the interview process, I got to know Sydney. And

8:00

then I asked Adam Markowitz if I

8:02

could run the reference process. And

8:05

so he let me do that. So I talked

8:07

to two CEOs and

8:09

two CROs

8:11

that Sydney had worked with and

8:13

just dove in with them, like, tell

8:15

me about her, tell me about her character, tell

8:17

me about what you liked, what you didn't like. Um,

8:20

she seems very strong. How does that interact

8:23

in the executive room? And one

8:26

CEO said something that I really liked.

8:28

And he said, um, she'll

8:31

tell you like it is. Um, and

8:33

there's nobody that I trust more to give

8:35

me honest feedback.

8:37

And, uh,

8:38

and he said, whether you agree

8:40

with it, you'll come to a point. And then as

8:42

a team, you'll go do it, but she'll be

8:45

honest with you and give you just really straight

8:47

feedback. And I love that the

8:50

sales leaders that I talked to as well, talked

8:52

about how there was partnership and how

8:54

they work together. I value marketing,

8:57

I think in a different way than a lot of

8:59

sales leaders do. Uh, we're in this together,

9:02

like completely 100%. You

9:05

go, we go fireman's credo

9:08

and Sydney's that way. That's really

9:10

cool. I wonder, Adam, if you could go back

9:12

coming into that process, you hadn't met Sydney

9:15

yet, but you knew you all going to burn

9:17

out a marketing leader. You had

9:19

an impression of what

9:21

you wanted to see in a partner and what

9:24

you didn't want to see. Did

9:26

that change at all? As you went

9:28

through this process and learn

9:31

more about Sydney and heard how marketing

9:34

leaders could perform out there. It's

9:38

always different. So like, you know, CMOs

9:41

come from different parts of marketing. Some

9:43

come from product, some from corporate.

9:47

Um, and Sydney's experiences is

9:49

unique and she's done a lot.

9:52

So she's probably the most accomplished

9:55

marketing leader I've ever worked with. This

9:58

is an important point.

9:59

by adam

10:01

and this sort of is my

10:03

most important criteria going into

10:05

a marketing higher in

10:08

my experience most marketing leaders

10:12

will lean into the specific

10:14

channel selection and strategy

10:16

that their most familiar with if

10:19

they've done content marketing through the career they're

10:21

probably being content marketing tier

10:23

company if they've done product market

10:25

in their career the probably bring product

10:27

marketing to their come to your company if

10:29

they did a b m in their career they'll probably

10:31

brain am so it's rare

10:33

to find someone like sydney who is

10:36

so multidimensional that she'll

10:39

actually come in and evaluate the context

10:41

i eat what are you selling and to

10:43

who and what state you are to

10:46

determine those channels you're not always

10:48

that lucky and so as

10:50

founder and as executive team

10:53

it's important to evaluate what

10:55

particular marketing strategy in channels

10:57

do you think the company's exploit

11:00

first and make sure the first

11:02

leader you brennan has that experience

11:05

and will but it's the table or the

11:07

get back out and

11:09

with that understanding of there

11:11

was gonna be a good working relationship

11:14

was the humble enough with or experience

11:16

and was you willing to work with me

11:19

in the way that

11:20

i've had success with other marketing

11:22

leaders

11:23

and the

11:24

back references she did on

11:26

me came back to me in the

11:28

interview process and them see

11:30

a most that matter where

11:33

like you've

11:34

gotta go after this person that was he's a

11:36

phenomenal human being and i trust

11:39

those be both once we made the decision

11:41

and city agreed to come on and

11:44

i was one hundred percent in my whole goal

11:46

was to make her just absolutely

11:49

successful we didn't discuss this

11:51

earlier but i want to go at it does

11:53

because we haven't we

11:55

haven't talked about this on the podcast and

11:58

it's something that at almost every be

12:00

to be start up in tech company on

12:03

hits which is should the str

12:05

team report to sales or to marketing

12:09

and

12:10

if i could generalize the debate

12:13

on one hand organizationally

12:16

it makes sense to put it in marketing because

12:19

marketing is sort of their to create the

12:21

demand and sales is there to convert demand

12:23

into healthy customers on

12:25

the other hand if

12:28

i can generalize market

12:30

is really good at taking

12:32

a decent amount of money into point

12:34

it in the campaigns and

12:36

sales is really good at hiring people

12:40

designing a process and holding people

12:42

accountable to the process so

12:44

when you look at it that way from the capabilities

12:46

damn boy hiring str

12:48

isn't design process holding us years accountable

12:50

process is more something that

12:52

sales should be good and those the debates

12:56

so

12:56

can you like give

12:57

us your currency game on

12:59

that you know i guess adam and maybe sydney

13:01

you can follow on like you did

13:03

start with it but then you gave it over again you

13:06

may be update a refresh my thinking on

13:08

it i haven't given it over yet

13:11

we were together on it their decisions

13:13

yet to be made but i know that

13:15

if i did i would trust my partner

13:17

to shepherded to success it

13:20

when i left dr ryan

13:22

carlson who was the cmr took

13:25

over the as yards he when he was while

13:27

he only person in the company that

13:29

i trusted not to mess it up but

13:32

that being said did i was it str

13:35

picked up that's how i started my career

13:38

so

13:38

i have a passion for it and

13:40

i care a lot about those people and

13:42

it's a farm team for me and

13:44

so i'm taking those people trying

13:46

to teach them the process so that

13:48

when they become many they're better

13:50

at it it so for me that

13:53

takes like emphatic trust

13:55

and city

13:57

was able to establish that with

13:59

me really quickly because

14:01

of or experience and because she's probably

14:03

worked with art added you

14:06

know difficult sales people like

14:08

me before and

14:11

i don't have an ego anymore did i'm

14:14

not in this to be to see out i'm

14:16

in this to build the

14:18

great is like independent

14:21

long term entity that

14:23

i can in id

14:25

gray people to do that and city

14:28

prove that early and she proves that every day

14:31

and sydney have a you do have a perspective

14:33

on that where she that where should the str team

14:35

set

14:36

i always start with as i did as a special

14:38

i've given my my days itself off and

14:40

and i always start with whoever

14:43

wants them more has it's

14:45

a firing team to manage let's

14:47

just be honest right you are

14:49

constantly recruiting you're covered

14:52

seeing your managing are you managing

14:54

out i it it is a revolving the

14:56

you know see in a in good reason

14:59

and challenging ways and if people are

15:01

up for that challenge because it is constant

15:03

edited is relentless and

15:05

work is constant and relentless

15:07

let's also say it's hard to be and str

15:10

so recruiting managing

15:12

mode is eating developing

15:14

like it takes a lot of calories

15:17

to to really manage a high

15:19

performing as the our team i'll give

15:21

both sides why advocate for it to the in

15:23

marketing is because it puts more onus on marketing

15:25

to generate revenue and they think the more responsibility

15:28

we have further down on the funnel to deliver

15:31

high quality opportunities

15:33

to sales like a just that puts

15:35

more pressure on us right it's not about

15:37

leaves it's about quality opportunities

15:39

and that seated make a difference where they kind

15:41

of sydney organization but i still find

15:44

that it does just the way that it's manage the

15:46

way that ownership is it associated

15:49

am so

15:50

that's a lotta times while say hey that nif

15:52

them if the marketing is capable and willing

15:55

to take a higher accountability to revenue

15:57

contribution it it does make

15:59

a difference For sales exactly

16:01

the reason Adam said it's a farm team.

16:04

You're hiring hunters You're hiring a fire in the

16:06

belly like my friend Lars Nelson likes to say

16:08

and so that farm team mentality

16:11

There is a happy middle ground I also think

16:14

where inbounders work in marketing

16:16

and outbounders work in sales

16:19

That's how I had it at sales soft it worked really

16:21

really well because we're able to really

16:23

maximize the fluidity and Finesse

16:26

of the funnel if someone raised their hand

16:29

like it was minute, you know We talked about minutes and

16:31

seconds not hours and days and yet

16:33

the outbound team because they're trained differently

16:36

to like how to use The tools the

16:38

messaging it's harder to make a warm

16:41

outbound call than it is to take a hand raiser

16:43

And so you kind of have different skill

16:45

sets mentalities experience levels

16:48

even for those SDRs And

16:50

so I think that the teams can work as separate

16:52

functions in each side of the business So if

16:55

this was one of our disagreement points, by the way when we

16:57

did the exercise and said,

16:59

what would we disagree on? Let's talk about

17:01

SDRs because because I would

17:03

have taken them if that had been offered and I still

17:06

would because of my desire to own revenue

17:08

and that contribution as a leader in the

17:10

business and in to continue

17:12

to you know make that connective tissue as tight

17:15

as possible from how we are out

17:17

market and SDRs are yet just another

17:19

channel that we can work through but

17:21

Adam was pretty adamant Of

17:23

keeping them like alright. Well, I'm not gonna obviously

17:26

fight this battle before I'm hired but

17:28

we talked about well, what

17:31

what would work and What

17:33

we've discussed was hey Let's make sure

17:35

that we've got a strong interlock a weekly

17:37

meeting where we commit to Evaluating

17:41

what's working and what's not because I don't want to lose

17:43

that connectivity might the way I think

17:45

about it is the Conversations that the SDRs

17:47

are having is the high insight

17:50

to the marketing messaging We should be delivering so

17:53

if they're getting the same question and call

17:55

after call We should be addressing that

17:57

in our marketing messaging so they

17:59

further the conversation

18:01

once they're actually talking to

18:03

somebody. And if we lose that insight and

18:05

connectivity, like I think that breaks

18:07

that seamless experience we want to deliver for

18:09

the customer. And then also just like, how

18:12

do we help them write great emails?

18:14

How do we help them stay on message? How do we

18:16

help them learn more about

18:18

the product and the customer? By the way, it's reciprocal

18:21

that we learn when they learn. And so

18:23

I just didn't want to lose that. So we have a, we're

18:25

calling it the SDR star team and

18:28

it's a cross-functional group that meets weekly with product

18:30

marketing or campaign team, some of the top

18:32

SDRs, SDR leadership, where we go

18:34

through that on a weekly basis. Yeah. The

18:36

only thing I'll add is the

18:38

world's changed. Like when

18:40

I was an SDR, you bang phones,

18:43

you send emails. We have Slack,

18:45

we have texts, we have a virtual

18:47

world. And that's new to me

18:50

and having a partner like Sydney, that's

18:53

thinking about that from a marketing perspective

18:55

and how to go penetrate that, I think

18:57

makes it different today than it was even

18:59

three, four years ago. Yeah. It

19:02

seems like it's made that decision even more complicated

19:05

and you all have evolved my thinking there

19:07

too. Uh, so thank you for that.

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wherever you get your podcasts. I

20:02

want to switch gears to another very unique

20:05

opportunity we have with the two of you,

20:07

which is it's so rare for

20:10

a member, an executive in

20:12

the startup ecosystem to build a proven

20:14

unicorn. And what I mean by that is something

20:16

that actually exited at

20:18

a above bill and our valuation. Both of you have done

20:21

that. What's even more rare

20:23

is to go back and try to do it again. And

20:25

here we have two people that are doing

20:28

that.

20:28

I want to

20:31

dig into what you learned

20:34

strategically, where there are strategic learnings from

20:36

Salesloft and from Okta

20:39

that you have really ingrained in your

20:42

executive posture and taken

20:44

to Drowta. And so, Sydney,

20:46

maybe if you could start there, it could

20:49

have been a mistake and I think that's okay because,

20:51

hey, these companies ended up awesome. Or it

20:53

could be just something that you took away as a best practice

20:55

and now you're embedding. So what are your thoughts there,

20:57

Sydney?

20:58

Yeah, it's funny when I ran into Jason Lemkin at Sastry,

21:00

he was like, I'm pretty surprised.

21:02

Like, usually people don't go back to back

21:05

startups. And

21:08

I'm like

21:10

questioning myself, too. But I did have a chance

21:12

to take a pretty nice break in between and I

21:14

think Adam did as well. So getting

21:17

the energy to come back into a crazy

21:21

high growth startup. I mean, like there's one

21:23

thing and then there's Drowta. Like it is just not

21:26

like anything I've ever experienced before. But

21:29

there is one thing that

21:33

is like non-negotiable for me now. Or

21:36

maybe I think about it as

21:38

like, without it, I don't know how

21:40

to do my job anymore. And that is about

21:42

go to market alignment. And

21:45

so it really is coming in. And it took

21:48

me about a year at Salesloft

21:50

to do this. We took a run at it. We didn't get it right.

21:53

We got distracted by a competitor, we all

21:55

know. And

21:58

then we were able to go through this. growth

22:01

alignment process and Adam knows

22:03

what I'm talking about because we did it in our first six weeks

22:06

and that's really like assessing what

22:08

are our current go to market motions, what

22:10

other ones do we think are out there, how do we quantify

22:13

the addressable

22:16

market, not the TAM, not the big number,

22:18

but like really working through the details

22:20

of the ICP and criteria

22:23

to get to a tight like number

22:26

of accounts and then assessing

22:28

like what do we think the value of that account is, what do you think

22:30

the value of that market segment

22:33

is over a three-year period and

22:35

then taking the leadership team

22:38

through an exercise and

22:41

the exercise is alignment. All 14

22:44

are probably really good go

22:46

to market options just not all 14 at once.

22:48

Like how do we get to the

22:50

three that will then lead us to the next two

22:54

and so that's what we did. It

22:57

was in August, I started in the end of June

22:59

and I can't laugh

23:01

at this. Like the best part I think of the whole

23:03

exercise we were on an off-site was

23:05

I had everybody kind of with the 14 put

23:09

virtual sticky dots on

23:11

the segments that they thought would

23:13

come out as top ranking after

23:15

we went through the process and

23:17

the number one after we went through the

23:20

process like only had two dots on

23:22

it. The one that had like 10 dots

23:24

on it was like number 10. So

23:27

it's like what we I mean we're all smart

23:29

we all done this before we all intuition but

23:31

when you start comparing contrasting the opportunities

23:34

against each other it changes

23:36

because you're also looking at product fit, our

23:38

ability to execute, competitive

23:40

environment. So it's not just the addressable

23:43

market it's all these other factors and

23:46

so here's the which

23:49

I know you we want to talk about. So

23:51

Adam went and made the changes the next

23:53

week. Usually it's like

23:56

okay then we're gonna build a plan around it and this

23:59

and like maybe

25:45

our

26:00

objective as strategists

26:03

in the marketing and sales sweet is

26:06

to figure out how to grow revenue in

26:08

the next two years what's

26:10

the most predictable

26:13

easiest path from one to ten

26:16

million what's

26:18

the easiest most predictable

26:20

pat from ten to forty million

26:23

does who were trying to exploit and that

26:26

decision has three dimensions are

26:28

products scope the target

26:31

market and the sales

26:33

channel early

26:35

on it's often sell into

26:37

the as some our initial

26:39

products scope

26:41

through

26:42

album sales and

26:45

that two or three year journey to sydney's

26:47

point allows us

26:49

to run experiments to

26:51

prove the next growth channel that

26:54

could be a new product that we cross sell it

26:56

could be a new market like going upstream it

26:59

could be a new channel like content marketing

27:02

or channel sales to partnership but all

27:04

too often we try to boil the ocean and

27:06

that leads to failure in sydney

27:09

does a good job of

27:12

helping us understand the boardroom discussion

27:16

of like we don't need to prove this billion dollar market

27:18

today we just need to have confidence

27:20

it's there but were much

27:22

better off exploiting the known as

27:25

we go through this to your journey or

27:27

less get back to sydney

27:29

i think it's easier to go geographic

27:32

distribution before

27:33

vertical distribution yeah

27:35

that's a great point sydney let's

27:38

turn over to you adam

27:39

a remarkable run an octa what

27:42

was your strategic learning from that

27:44

journey that you brought to draw

27:47

leaders a few so amassed a lot

27:50

when i start where the company wondered like

27:52

the most important things to me i'm

27:54

in order to establish early and

27:56

it's operations and enablement were

27:58

the two days that i rely on one

28:01

because we're constantly to rating in

28:03

getting better and i need great enable

28:05

meant to constantly made sure my

28:08

people are learning and getting better and

28:10

they need operations to jimmy information

28:13

data is a powerful day i believe in

28:15

be totally transparent weather's

28:17

good or bad i love that you mention

28:20

continual learning because

28:22

i i've never personally

28:25

locked into a start up or even

28:27

seen some a walk into a start up where they

28:29

nailed for example the

28:31

optimal discovery call guide out

28:34

of the gate it just takes it

28:36

or asian so adam how do

28:38

you thought of fly it

28:40

a reason and learning how did you operationalize

28:42

that you know i've been

28:45

taught by some great leaders and so

28:47

you jump on the shoulders of others and

28:49

you ask questions see gig bring

28:51

and great mentors early being

28:54

in a startup is like running through a forest

28:56

a you don't always know where you're going sleigh

28:59

tree tree tree tree

29:02

versus somebody charting a path and

29:04

saying you know i've been through that forest

29:07

and you want to take a last said you wanna go right

29:09

you want to stay straight so

29:11

i've been fortunate to have some

29:13

great med source and i use them early

29:16

in my career now

29:18

like you mentioned mark we've known each other browse

29:20

fifteen years and the grey hairs

29:23

that we've gotten i

29:24

rely on the

29:26

mistakes that i made in how i've

29:28

been able to correct them city

29:30

brought up earlier the we made some strategic

29:33

bats early when city

29:35

of onboard and i implemented

29:37

i'm right away every focus

29:40

the team around them said this is what we're going

29:42

to do we're going to stop doing everything

29:44

else and were to go do this and

29:46

it was in the data that was his

29:49

was he was in the information you could see

29:51

it

29:52

but without getting us into a room

29:54

and then wang

29:55

everyone's vote and

29:57

and pulling that out which by the way as a sim

29:59

simple brothers

30:02

and it focused oh

30:04

but don't come out of

30:06

his leg weren't

30:07

a start up with a to move now is

30:10

the stage weekly monthly

30:12

like months can be too long say

30:15

folks to smart year age

30:18

or see what adam saying in terms of

30:20

how things have gone and what he's learned

30:24

he talks about been

30:26

data driven now i want

30:28

to debunk a confusion that

30:30

they often see out there yes there

30:32

has become a lot more science and

30:34

data to sales i

30:37

like to think that i helped influenza

30:40

but i do think sounders especially

30:43

technical founders have gone

30:45

too far in the type of sales

30:47

leader they want to hire they

30:49

tend to want to hire someone

30:52

who can actually create

30:54

all the data and understand

30:57

the dead and science at extremely deep

30:59

level that's not the job of

31:01

the see arrow and sell if they just

31:03

need to understand that have any data driven

31:05

culture is critical

31:07

and have a right hand person that is super

31:09

analytical

31:11

i don't think adam would mind me saying that

31:13

he is not like a p h d data

31:15

scientists that's not

31:18

our sales leader he understands

31:20

how to run a remarkably discipline

31:22

process he knows to hire excellent

31:25

sales people and the hold them accountable that

31:27

process and he knows how

31:29

to hire a great right in person

31:31

to produce the data and help

31:34

him interpret the data and translate

31:36

that into

31:37

insights and strategy

31:39

that's what we need we

31:41

don't need to hire data scientists

31:43

to run our teams we need to hire

31:45

great cel leaders that have an appreciation

31:48

and priority around data and analytics

31:52

or

31:52

at this get back down so

31:54

make sure that i

31:56

understand the information i

31:58

agree with it either the and the why

32:01

and then i can go focus i have to

32:03

enable people immediately and

32:05

get them running in that direction so we

32:07

can be the best we can be i love it well

32:10

amazing times are ahead i

32:12

feel like i'm a football fan and

32:15

watching the league's best quarterback

32:17

team up with the best wide receiver

32:20

or i'm a concert goer and watching

32:22

to top musicians do

32:24

a show together so i'm i'm

32:26

still optimistic and excited for what's

32:28

in store for the two of you in drama ah

32:31

sydney adam thank you so much

32:33

for come on the show and drop in knowledge think

32:35

yeah yeah amen thank you for the kind

32:38

words it's truly as a

32:40

compliment com and from you and

32:43

is genuine love working with sydney

32:45

and the rest of the players in the market

32:55

today's

32:57

episode is written and produced with a nasty

33:00

brown or show is edited by

33:02

pizza shark productions big

33:04

thanks to have spot for start ups and of

33:06

a hotspot podcast network for keeping

33:08

the audio on has also were

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new shell so if you like we're here or

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if you hey we're leave us rating

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and review of run your favorite podcast by i love

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the feedback also check out states to

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if you're not fair look at a scale your business check

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out cease to that album or i

33:30

said different of as a mark of a or see

33:32

you next week