What's up everybody? Welcome to the Stack and Growth podcast. This is your host today, Tory Kinlick, and I'm joined by my co-host today, Allison. Allison, quick hello.
Hey everyone. So today we are talking ICP. We've been taking to the streets a little bit, just kind of asking around by way of LinkedIn comments and threads, just trying to find a lot of questions or challenges that marketers are troubled with. And when our colleague Sam started one of these threads yesterday, there was a pretty large amount of people that had questions around, you know, how do I build an ICP?
You know, what is the right way to do it? Is there a wrong way to do it? And so Allison and I thought that we would kind of unpack the topic a little bit. We do have, you know, a couple of different, you know, let's say components of an ICP that we're always looking to include, you know, when we're building these things for our clients.
But I also think that like, you know, if you do this the right way, it should be so much more than just like a couple different bullet points around like, you know, target firm graphics and, you know, and like job titles. There is a whole lot more to it. And so the idea is that today we'll kind of walk through a little bit about that and, you know, give you a peek inside of how we do this for our clients and also kind of get you thinking on some big questions that maybe if you're not able to answer today, you might want to, you know, get a couple of your customers that you got on speed dial and hit them up and see if they might be able to provide you some of these insights because I think, you know, it absolutely can make a break your campaigns and, you know, how you go about building out your strategies. Absolutely.
And I think like this is such a concept that I didn't really learn until later in my career. So I think marketing is always in an interesting position where you have to think of your total addressable market. So you have to think of your TAM, but you also have to narrow down a niche down to your ICP or ideal customer profile because the biggest mistake is assuming that TAM equals ICP. Those are two really different things.
And so you want to think about, in terms of like prioritization, solving for the needs of your ICP first and then scaling out to the larger TAM that sort of outside of this ideal profile that can still of course work with your company and still has merit and value of being a prospect. But I think that's where sometimes people go too big with it and they don't have any concentrated focus around who is the actual best fit for my company, who's going to be a long-term client, who's going to give referrals, who's going to be an advocate for my company. And really like it's like think of your operations team or your customer service team. Like are these people going to thrive when they make that handoff from, you know, a marketing prospect to the sales process and then to like your services delivery team, who are the best clients for those people to serve and to continue, you know, making happy and really getting success out of your organization.
So I think that's something I learned later in my career that I wish I could have had kind of in my back pocket from the beginning. So I think it's really it's a good topic. I'm excited to kind of dive into so a loose framework that we use when when working on this with our clients. Again, I'm with you, Alison.
I think, you know, early on, right, like number one, I don't even know if I really understood what the term ICP meant. I just kind of assumed it was like synonymous with campaign targeting. And that's not entirely incorrect. But like I mentioned a moment ago, you know, there's a whole lot more to it.
And so, you know, this isn't something that you want to kind of let spiral out of control, of course, you know, there are some limitations to how much information can you actually utilize when you're kind of, you know, building out your campaigns and thinking through, you know, let's say some new strategies, new messaging, you know, new content. But, you know, having all this information documented, whether you use it for every single campaign or you revisit it quarterly, you know, or it's something that your new employees are reviewing and studying during onboarding, there's a lot of different benefits to building this out and building out the right way. And so, so let's jump into that. So I think, you know, when we look at ICP, right, you know, there's all just kind of rattle off a couple of the major things that we're looking for, you know, when building this out, let's say the first run through, right?
So company size, you know, target industries, you know, specific geographic regions or even countries that you're going after the job titles. And then you can also kind of throw in some things like, you know, is there different technology that your ideal client is using or even, you know, a technology that pairs really well with your solution that, you know, might make it that much of a better fit in their ecosystem. And then, you know, we also kind of like to throw something in there, what we call intent topics, which I'm finding many people can actually kind of answer in a lot of different ways when we ask them these intent topics. But, you know, ultimately, like what are people searching, you know, to come across your product?
And so at the highest of the high level, you know, that is, I think an easy way to build out your ICP is just by hitting on those bullet points. But again, there's a lot of different ways you can take this and branch off, you know, each of these. And I think the question, like the natural follow-up question is, how do I know this? Like, how do I know the buyer job titles?
Because it's not every job title, right? So what we always do to sort of validate when our clients give us their definition of their ICP to validate is we'll pull a report of all the deals that they've won and all the deals that they've lost, you know, last 12 months, sometimes two years, three years, if you need more data. And that's where we really start to slice and dice that data into what key industries are we seeing come up over and over again from both sides. So if you're always losing in the professional services industry, for example, then we want to make sure that we're negating that from our any, you know, type of targeting, whether it's group page or ex-mail, anything really is like, don't exclusively focus on marketing to what I would kind of call like the negative persona.
So people that are falling, they are typically becoming like lost deals more frequently than one deals. So I think there's a lot of validation that you can do by looking at your company data, who are your, and even like going deeper within those actual one deals, like talk to services delivery, talk to operations, customer service, like, who makes it? Maybe, yeah, the deal is one, but they could be a horrible client for your business. They could be just overly complex, or they could just be the wrong fit.
And so kind of taking a level deeper of even just like, yeah, we won the deal, but ideally, like, these are harder to work with. They have lower kind of profit margins on them. So I think involving like the services delivery team is always a great way to get that extra layer of true precision and true, like, this is the ideal customer. This is who everybody at my business wants to work with.
Yeah, well said, well said. And so, you know, zooming out a little bit, right? Like, we're talking about starting with your TAM and continuing to narrow and narrow, right? And so part of that is, you know, the let's call them preconceived notions.
Who do we believe are best fit customers? And, you know, maybe this is something that you just kind of whiteboard out, whiteboard out with your colleagues and going through, you know, all those topics, all those bullet points that we just mentioned, that's a great starting point, but can't take that as gospel, right? You got to continue to narrow down from there. And so Allison, I think you made a great point there, right?
Like, not a revenue is good revenue. And so looking at, you know, if you want to maybe layer in some different metrics, like the lifetime value of different segments of your, your customer base, you know, I was on a podcast earlier this week, we were talking about a net revenue retention. I think that that's a metric that you could try to apply to different parts of your customer base as well. So not just like who are the customers that we've had so much success acquiring over the years, but who are the ones that were able to retain that were able to upsell and expand, the ones that we're not losing or downgrading quite as much.
And so again, you know, just different ways that you can continue to whittle it down and whittle it down until, right? And this is right there in the acronym until you've got that that ideal group that, you know, that you can say, all right, this is kind of what we believe to be true. And then doing a little bit of fact checking, right, with something like a win loss analysis with some conversations with your, you know, your other colleagues around the business, different customer facing teams so that they can help validate this or even kind of throw in a nuance or a wrinkle that maybe you hadn't considered before. Yeah, and I think that's like such a great way to understand the thermographic.
So who are the accounts that I should be going after? And then there's always, so that's kind of one element of an ICP is like, these are my ideal fit accounts. Now within those accounts, who is the actual customer, the actual person that you're going to be working with. And so those are more like demographic based criteria that you want to look at.
And I think this is where on that win loss analysis report, really look at the content roles associated. Hopefully you are requiring a contact role to be attributed to every opportunity in your CRM. If you're not, that is a pro tip. Go speak with your marketing ops or your Salesforce, and then make sure that is a requirement.
Because what I love is you can see, okay, here is someone who is evaluating. This was the actual buyer, the person that signed the paperwork. This is like the decision maker. You can really see the different roles that people played in the buying process and then look at what were their job titles.
Look at their information on LinkedIn. What was their tenure? How long have they sort of been in this field? Did they recently change jobs?
I think that's something that a couple of clients I've worked with is like, they're really targeting people who have recently changed jobs because they're more apt to make bigger purchases, decisions are kind of ripping the place things. Maybe they used your technology at a previous company. So getting into the demographic piece of it and looking at decision makers and other influencers can be very telling as well. And it's like, now you've got your ideal account and then your ideal people within those accounts.
Yeah, well said. Well said. I think what we're starting to get into now, I think, is the way that I like to at least frame it up in my head. And when we think about this ICP, I like to think about it in four different categories.
So we talked about the firmographics, the data around the ideal makeup of the target company that you want to get into, the demographics, the people within that company that we want to be talking to. Interesting point there that you made, Alison, about yes, we want to make sure that we're targeting the decision maker, of course, the person that's not in the contract. But we shouldn't live in ourselves to adjust those people either because for all we know, that's all they've been doing within the process of signing the contract. And there's probably a whole lot of people that were involved in the championing that up the ladder or the end users who are feeling the pains the most.
And so there's an instance of an area where you actually want to go a little bit broader as compared to narrowing in, which has kind of been the theme of what we've been recommending this far. So you've got your firmographics or demographics. And then the other two categories, I think you can call your technographics. So that's where the tech install information comes in.
And then the psychographics. And that, I think, is really the sweet spot. And so we'll get to that in a minute. But I think maybe it'll make sense for us to just continue to unpack each of these different categories, each of these different components a little bit further.
So back to the top, right, with the firmographics. We talked about some different ways that you can hone in on the best fit accounts, right, looking not just at where you've had so much success acquiring new companies, but also who are the ones that you're retaining, that are sticking around longer, that are ultimately providing more value for your company over an extended period of time, those are the companies that you want to be targeting. And so I think that there is equal amount of value in understanding that, as well as the other thing that you mentioned, Allison, which is like this kind of account disqualification criteria. Well, they seem like a good fit.
But what we learned, maybe the hard way is that maybe they weren't such a good fit after all. And so sometimes you can get that information through Salesforce. And that can only come by way of, like you mentioned, talking with people that are on that kind of service delivery part of the organization and customer facing roles, or in operations where they've got a little bit of a peek behind the scenes, or they've got some different, maybe product usage or service usage metrics that we might not be privy to. And so I think that's a great way to really continue to figure out what are these best fit accounts.
And are there any maybe findings that you have to dig a little bit for, but would certainly be worth it? Hey, Tori, you made me think that's something I'm going to go on a slight tangent, but not my head is kind of spinning with this. But when you think about just all the value in an ICP, originally, I was kind of approaching this conversation with you thinking about like, how can you make your marketing programs more successful because you're really honing in on the targeting and that has a trickle-down effect of segmenting and positioning. But I was also, as you were speaking, I was just thinking about how valuable ICP definition and buy-in from the entire organization is to reporting.
Because when you have an identified an ICP fit, you're no longer celebrating a thousand MQLs that come in from any place and every place. And you're really looking at how many of my high intent conversions came from an ideal customer. I think that really has a lot of impact on your reporting. So you're kind of filtering out all the noise and you're only focusing on the journey of this ICP as they make it through the different stages of your funnel.
And it's like, of course, you're going to attract other people. You can't really stop the wrong fit from coming in. But it gives everybody kind of post-form fill this playbook or this definition to kind of orient themselves around to help them prioritize and to really give that extra layer of attention to those ICP clients that come in. It just kind of made me think of like this has such a broad halo effect and not just on how well you execute a program but how you actually report on it.
Yeah, well said. I, you know, we, another question that we hear pretty frequently is like, how do you know, how do you know this is working? How do you know your demand creation efforts are working? And, you know, common response, right?
You're seeing that ICP traffic to your website. You're seeing the ICP engagement on your ads, on your organic posts. And maybe we take that for granted when we're just talking about ICP, right? It's not just the name of a company that looks like a good fit.
There's so much more to it than that. And so if you put in this upfront work and you can, you know, create these incredible campaigns that you know are going to resonate with your audience and your targeting is really dialed in. And then when you start to see that ICP traffic coming through, like, that's really something to celebrate. That's something to be proud of.
And, you know, probably one of the best kind of leading indicators for success is saying, hey, you know, we spend a lot of upfront time really building out this perfect ICP. And now, you know, we're starting to see fruit from all that effort. We're starting to see those people come to our website spend a little bit more time. You know, that that group, you know, has better on-site metrics.
We know what happens once we actually get them to sign on with us. But, you know, there's certainly, I think a cascading effect that happens with all the other leading indicator metrics that we're looking at as marketers. If you can get this ICP right and get the, you know, the right message in front of the right people, you know, they're really going to get that much more value out of what you have to say. Yeah.
Yeah. Thanks for letting me go down that road. It just made me think of this has so many applications across what we do here in marketing. And I'll take it back.
So we we were leaving off. I think we left off on demographics, which I kind of touched on, like, make sure you're looking at the different roles, the different people in the buying committee, taking into consideration more than your decision-makers. So I think if you do the narrowing exercise at the account level, at the demographic level, you can go a bit broader at the demographic level. And that's where you can get kind of multiple stakeholders involved.
Make your, you know, if you're thinking about it from a, like, a budget perspective, you can, if you narrow out the account level, you can go a little bit bigger on the demographic level because you're not just targeting everybody. You've already sort of done some of that whittling down. And then I know next on your list was technographics. I think this is really interesting and something that people don't always consider.
And I always go back to, I have a client who has a very strong integration play. Their product is, it pairs well with other popular softwares. It becomes better when paired with other softwares and other softwares become better when paired with my clients' technology. And so if you have like a strong kind of integration notion, really try to identify, like, who are the accounts that are using?
Maybe your technology makes sales force better. So who's using sales force? Maybe your technology makes like an ultimate software, like a payroll benefit provider better. Like, who is using that?
You can get a lot of that technographic data through different data providers. It should never be like the backbone and what you do first or not suggesting like you've gotten spent a lot of money on these lists. But if you're using something like metadata, clear bit, they typically have, you know, Bambora has like technographic information. I feel like this is something people sleep on and don't always consider, but is definitely a place to even niche down a little bit more and focus your efforts on and really try to gain traction in that space.
Yeah, agreed. I like to call a lot of these, a lot of these, you know, complimentary technologies, right? So, you know, which are the ones that are going to really enable the solution that we're trying to market and, you know, what does it play nicely with? Because that can be a really big difference maker, you know, within your campaigns.
And, you know, you're going to see that if you are leading with some type of messaging about that, you know, complimentary tech, you know, you might see that you're driving a little bit more traffic to like the integrations page on your website. And that's a good thing. And by the way, just a quick approach up here. When we talk about like high intent pages, I'm not one that actually does believe that the integrations page should be considered a high intent page.
I actually think that, you know, it's something that people check out really, really early in their buying process almost as like a disqualifier of sorts, you know, and so, oh, this doesn't match up with mine. Okay, I'm out of here. Right. So, so I think that there's a lot of merit in figuring out, you know, what technographic elements that you want to be part of it.
And then, you know, going back to what you were talking about earlier, Alison, around like the, you know, kind of the account, account disqualification criteria. So what are the accounts that look like they might be a good fit that don't I think you could almost take a similar approach with the with the tech install data. You know, what what technologies out there does my not pair well with or might be redundant. Okay, if you've got this, you know, this, this tech install information available, maybe use that as like exclusion criteria when you're you're building out your ICP.
And I think that that can be, you know, equally as powerful as, as you know, I'm really nailing those, those firm graphics and demographics. Yeah, or I've even seen people put them like that type of technographic information into a bucket where it's like, these are going to be a rip and replace. So when and if we choose to market to them, it's going to have to be kind of in that rip and replace mentality versus, hey, this is something net new to add to your stack or this is something you don't have or this is something that partners with something you already have. But I think there's a lot of value in understanding like, yes, technically you could sell to these people.
They there could always be, you know, circumstance, but you're going to have to really provide that use case of ripping and replacing. And so I think that's kind of interesting too from a technographic perspective. And I think, you know, the rip and replace, right, just like that, that term itself, it makes it sound so simple. But another thing to consider, right, like if this is a replacement market and, you know, and you're identifying that there's technology that yours would effectively be replacing or, or, you know, almost making obsolete, that very well could slow down your sales cycle.
And so that's something to consider as well, right? Like out of the technology that we're now targeting on, whether it's something we want to include or don't, you know, what does that mean for the sales process? You know, are these the type of things that people have like a three to five-year agreement on, in which case, you know, maybe there's some type of like RFP involved in a sale like that. And so, you know, depending on, let's say what your goals are and maybe if you are focusing on things that are a little bit more in the shorter to intermediate term, you know, maybe there's an element of this technographic data that you can use to say, yes, while this could be a fit, it also might, you know, not be giving us the type of prospects or, you know, inbound audience that we're really looking for right now.
And so I think that that's a really kind of important detail there to, you know, to think through and again, you know, not something that you want to make the backbone of your campaign, but certainly has a place within all these other, you know, kind of filters and criteria that we're talking through. Absolutely. So one of the last on the list. Yeah, go ahead.
Why don't you tee this one off? Yeah, I would love to hear your take on it. I know this is one that you were really, really interested in, but it's the psychographic. So what's going on in the heads of the people who are in ideal fit?
I would love to hear like how you've kind of obsessed this out with your clients or how do you typically get at some of this information. Yeah, yeah. So first and foremost, like, more often than not, this is not going to be able to find its way into like campaign targeting inside of like an ad platform, right? Like let's just kind of make sure that we're clear on what we're all talking about here.
But that doesn't mean it's not extremely important and shouldn't be kind of factored into, you know, the strategies that you're building and anything else that might be involved in some of the work that you and your fellow marketers are working on. But I think really the best way to uncover this is just by way of asking some really great thought-provoking questions, whether you're in the position like Allison and I, where you're asking this to clients who are ultimately the subject matter experts, or let's say that you're on your in-house, these are the type of questions that you might want to ask your customers or prospects if you're given an opportunity to speak with them directly. But what you're really looking for here is just kind of like a peek inside their head. What makes them tick?
What do they care about? You've heard the question, right? Like, what keeps you up at night? To me, a more fun way to kind of ask something like this is if you were to approach your target prospect and ask them to describe their biggest pain point to their mother, what might they say?
Right? And so this is kind of mind-taking on like explaining it like I'm five. And take that for what it's worth. I like to think about everything as if I was a five-year-old.
Maybe that's a pretty telling about me and the way that my mind works. But I do think that there's a lot of value in almost oversimplifying this question because as marketers, as sellers, it's so frequent that we over-complicate things. We've got this really complicated product and buyers that are really hardwired to care about the details and the nuts and bolts and all those nuances. That's great.
But those are might be people that are super familiar with your category. And there might come a time when you're having to explain this type of stuff to someone that has no familiarity with your brand, your offering, and what you do. And so the more you can really kind of distill down that pain point and finding different more creative ways to get at that, the better off that you're going to be. So with this psychographic information, that's one way I think that you can kind of get to the pain points right around the buying decision or the trigger event.
But I think that there's some other, let's say, lines of thought that you want to tap into as well. So like the survivor-thrive mentality, almost like getting back to like Maslow's hierarchy of needs and all that. But when it comes to how people are perceiving your product, is this something that they would need to survive, like a business continuity software or something that's going to keep the lights on? Or is this something that can really help them thrive and advance and impress people within their organization?
And to that topic, who do they want to impress within their organization? And how might they go about doing that? So again, this is going to be the part that's a lot more fun to really kind of brainstorm around with your colleagues and less about just kind of listing off job titles and responsibilities and really trying to kind of get inside the head of the buyer and start to maybe unpack like what does their buying process look like? And who are their peers and where are they going to discuss their ideas, their thoughts, their challenges, troubleshooting, and again, trying to figure out ways to summarize all this included in some of your notes, your ICP document that you're creating, because these are things that I think are really going to be helpful down the road.
Yeah, I think it was so cool that you added this in because a lot of times what people will do is they'll define an ICP and they'll kind of stop at maybe the the the demographic or the demographic and then they'll typically go through like some sort of exercise around personas. And I think we're less hot on personas because there tends to be a lot of biases, there tends to be a lot of just like generalizations at least with the persona documentation I've seen. And so I think bringing up this psychographic information into the ICP criteria actually elevates it a little bit more. And what it's saying is something that if you add this in, so let's say like you decide ideally that your ICP has more of a survival mentality or versus a thrive.
It doesn't mean you can't sell to the people who have a thrive mentality. It means that you're going to sort of dedicate your efforts on creating messaging, speaking to the people that have this the survival mentality. And that's going to be sort of the backbone and the north star for what you're doing. And then other people of course can kind of come along and be part of what you're trying to sell.
But it gives you this clarity around all the things I could write, of all the messaging I could create, of all the content I could produce, the communities I could be in. Where can I dedicate to focusing the most of my time? Really nail it there and know that like just by nature of word about by nature and virality things are going to get to people who might fall within or without some of the psychographic criteria. But I do think that bringing it up into an actual ICP conversation and less about personas makes it a little bit more applicable and probably more closely aligned with sales.
I think this is naturally how sales kind of think they don't they don't tend to do the persona exercise in the same way that marketing teams do. So I was really excited to see you kind of add that in as we were prepping for this call and it's something I'm going to be keeping my eye on too. Yeah. And I think the application that you pointed out there is really important to double back on.
So traditionally I think when people think about an ICP it's like oh this is my audience criteria when I'm going in and building my campaigns in LinkedIn Ads Manager. And it can still help with that of course. But the application you pointed out is like the messaging and the creative that should be a part of your campaign and your ad strategy as well. That's something that we're always continuing to harp on here at FineLabs is that it all works together.
The creative, the copy, that's all part of an effective demand generation strategy. And so understanding the right way to work with your creatives, the right way to help them understand the buyer who they're writing for, what they're writing about. That's another really, really important application for all this ICP information. And so yeah, I think then just getting back to the buying side of it, if you're able to open up the conversations around the watering holes, the communities that you know that your target audience is going to, well now maybe you've got some new elements within your campaign strategy about which platforms are you going to be running your campaigns on and targeting?
And what does that mean for your tactic selection? So you can kind of see why identifying the ICP is so important because there's so many different things that branch out from there from your targeting, your messaging, your positioning, the sales strategy, the community aspect, all these things really tie back to having a very well-defined ICP that you know inside and out. And if you don't, that's okay. But it probably means that you know where your work should be focused on, where you should be dedicating resources is really starting to understand these things.
And if you can't find the people that can. Exactly. And kind of a real world example, back when I worked at Caterpillar, I spent a lot of time in associations. And we would find that an ideal customer was a part of this particular association.
And so that really influenced just a lot of our programming, our partnership efforts, the way we spoke to people, the way we targeted people, where we looked for new opportunities, new members that joined. So I do think there is a lot of value in bringing that beyond just like they're this size, they're in this industry, they you know have this many people that do X job, it really, yeah, there's a lot of real world application there and I'm excited that we were able to share that. Me too. And so before we wrap things up, I think that there's another element to all of this that is absolutely worth mentioning as well.
And it's that your ICP is not set in stone. It's not concrete. Although there's a lot of work that we're suggesting you know that should go into building, starting building it out the right way and utilizing it the right way. There's also the you know, the common practice of evolving your ICP, right?
Your business is going to evolve, your growth targets are going to evolve, your offering is going to evolve. And so by way of that your ICP should evolve as well. And so yeah, any thoughts on this topic at a high level Yeah, I'm working on this with a few clients right now where we have a really strong ICP in place, but we're starting to look at where is that greenfield opportunity that we're not really equipped to sell into right now. I see this most commonly when people want to expand into different regions.
So for example, maybe you're primarily focused on like the AMR region and you haven't but there's a lot of greenfield opportunity for someone headquartered in like the Doc region, for example. Well, it might not be a good fit today because maybe you don't have a local sales team. Maybe you don't have anybody who could realistically, you know, take discovery calls or demo calls in that time zone or you don't have any local language speakers. And so if that's kind of your ICP of tomorrow, what are the internal things that you need to put in place in order to make that part of your ICP and kind of fold it into something that's already been developed?
So I think having these sort of like future pieces of ICP that you want to add and putting together a go-to-market strategy for being able to serve those clients will will serve you well for when you're ready to expand and you won't be sort of struggling like, oh, you know, we're making a lot of traction and now we want to just add on this region, but hang on, we have nothing in place or now we want to add on this particular persona. Maybe you were really heavily involved in like, engineers or project managers and now you want to add in like a marketing team or something because there's application there, you need to be thinking about if you add this piece in what internally do you need to do to be able to serve them so that when you actually go market to them, you're just conversion rates are much better overall and you're not wasting a lot of time de-kewing or having people fall off in the process. So always think about your ICP of tomorrow. I think about something to keep kind of in your line of sight.
Yeah, I love that. And it sounds like, you know, if you do this the right way, it can almost help you start to like, really think through like, you know, your roadmap, not just as a marketer, but also maybe your product roadmap, right? Are there different, you know, like you mentioned features and functionality that are going to be important to this this evolved ICP, in which case, you know, your company might need to get to work on developing these things or even considering like M&A activity to be able to move a little bit faster around having that offering or, you know, that functionality with your product. And so yeah, I think, you know, there's there's just so much that you can kind of tie back to having a well-defined ideal customer profile and, you know, just understanding that, you know, even as much as we're recommending all the different criteria that goes into it, it might be a little bit fluid at times.
And that's okay, right? As long as you're, you know, keeping the loose understanding of, you know, who do we want to be marketing to? And what do we have to say to them? Do we have something valuable to say to them?
Do we have something valuable to offer? And if not, you know, maybe they shouldn't be inside that current ICP and we can kind of put that in like the parking lot ICP, the future ICP. Definitely. Hey, this was fun.
I like this topic. Yeah, this is a good one. So hopefully it was helpful to all those that listen in today. And yeah, else in any closing words, anything else you want to offer our audience?
No, I think we covered it. I love the concept of taking it to the streets. You guys can reach out to myself or Tori through LinkedIn DMs. Let us know if there's anything you want us to cover.
We meet every week now. So, thank you, Alison, for first suggesting this topic today. This is all Alison's idea. And I was all for it.
Obviously, you know, you can tell we had a lot to say on it. But and yeah, thank you to anyone else out there that has been sending some questions in lately. It definitely helps us, you know, create content that we know people are interested about and that, you know, and that is going to be helpful for a lot of the folks that are following along. So thank you and until next time.
Thanks.