All right, everybody. Welcome. It's season three of stacking growth. This is Cassie, and I'm here with the one and only Carl Carl who's beard is trimmed.
We made it. Yeah, hopefully no one's looking just had to my parents came in town and they thought that I was that I lost my job and I got laid off and then I was homeless. So had to let it go. It'll be back though.
Give it 90 days. It'll be back. I love the fact that, you know, you trimmed it up for the parents. You did like you might have lost your job and you were homeless, but it was a good look.
I like this link to it. Yeah, I'm still I still didn't cut the top of my hair. So that's if I was like I'm choosing one. So we're still growing something out here.
But now that my dad's gone, I'm going for it. Who cares? All right, take the stocking hat off. Let's see what you got.
Let's see this thing. It is. I have to go. Working good.
Excuse to rep my hubstomping now more often even though it's getting quite warm up here in Temecula, California. Excited to kick us off. It's been a while Cassidy. How you been?
I've been good. It has been a while. It feels refreshing to get behind the mic. I don't know.
Last time we recorded anything. It's been a year. Definitely last year. How's 2023 treating you?
Oh man. What a beating. It feels like it feels like we've been in 2023 for like nine months already. It feels like I should be like with fatigue and tiredness.
You know, it's like it feels like it should be Q3 ready, but we're like barely starting with Q1. So anyways, a lot of exciting stuff, which I know we're going to unpack this season, but man, I'm pumped that, you know, it's interesting. You know, the recession or whatever you want to call it the downturn that we're in, especially kind of the pain that the tech bubble specifically is experiencing. It really makes you like just, there are no sacred cows, right?
It makes you like, re look at every single little thing. It really makes you reflect back on like, what are the stupid things that we did last year that probably caused us to be here and I don't even speak on like an economic level. I'm talking about like on my team on the sales team at Refine Labs, you know, tough times really just make you stop and take stock of like what you did. Is this really the economy in the downturn or was this a bad decision that I made?
Like back in October. It's a really is this a big opportunity for reflection. I don't know if you've been doing any of that, but I think that that's going to inform a lot of the topics in the season, which I'm pretty pumped on. Yeah, I think it's a great point.
We talked quite a bit about this. You can look back and you can as a company, you can blame a lot of where you are based on the economy. But if you look a little bit deeper, you'll notice that you're likely doing things that were just insane, dumb, not rooted in kind of strategic thought process and we're not immune to that either. We'll probably get into that as the season goes.
But you know how many how much of the impact we're going through is economy based versus self-inflicted. And that's kind of something I think we all need to look inside and figure out an answer for our own teams as you mentioned and the companies. Yeah, I think that the downturn it like it's like salt almost in wounds, right? Like the wounds existed before and they were self-inflicted.
But like you were fine, right? There was enough cash and pipeline and things were okay. So you ignored some of these wounds or injuries. If you want to stick to this weird analogy.
And then the downturn really was just like salt, right? Just dumped salt and they were like, whoa, okay, I should probably address that wound. But underneath it, all to your point, I think the wounds are actually self-inflicted. The downturn was just salt and pressure into injuries again that we caused ourselves.
So how do we heal now, I guess, and move forward? We're going to tackle it, man. And I'm pumped. On the silver lining side, what I love about these times is the cream rises to the top.
They're going to find out who's actually really good at what they do and which companies really have their shit together. And to your point, free money allowed us all to get away with things that we should have got away with and those days are over. So with that, Carl, what are we talking about in season three? Well, yeah, yeah, we've got some ideas here.
Some stuff that's top of mind for me specifically. Obviously like tech where it's going. I think there's other tech as well that's exciting, but I think that's something that we need to pay attention to because I'm excited about the possibility of what the tech I'm seeing out there now can actually do. It's not like there was a big proliferation of tech in the last five years and most of it's not essential, right?
It was like, okay, that's cool, but it's not like game changing. And so I think there's no money for like fluff tech like that anymore. So the tech we are seeing is very compelling, you know? And so I think that's going to be that's something that I'm thinking about, right?
What's next? How do we need to upskill to stay ahead? Where can we be more effective or efficient with some of this new stuff? So I'm definitely paying a lot of attention to that.
Another thing that I'm paying attention to is this rising, how do I frame this rising culture of trend of proprietary data and proprietary insights? Really excited. We're actually going to have like Peter head of insights from card on the show in a couple of weeks. And I'm seeing companies like contents evolving, right?
So we talked a little bit about this. I think way back in the day, early 2000s, you had to learn something as an end user or a buyer or just a company and executive, anybody, a business person. You had to like subscribe to industry journals or go to events or talk to a sales person, right? And then what happened is HubSpot came along and kind of decentralized contents, right?
They invented inbound marketing and it's just this basic idea that like, hey, if you educate people, they'll come inbound to you, right? But that education was pretty surface level, a lot of blogs, a lot of listicles, like, you know, you could hear, there's some good content from like subject matter experts, but it was still high level in vague and tough to like, I think it was a good idea. And a lot of times like a pli be your specific situation. I think we're moving away from that.
And what I'm seeing and really excited about in the marketplace is like this insights led growth. So companies are now waking up to the fact that the most valuable thing that they possess is not actually the product that they built, but the data that that product has surfaced that no one else has, right? It's proprietary. Refined Labs, I mean, we've done a good job of building our brand around the data that we have.
And it's been difficult because it takes a little work to like aggregate the data, like it's a pain in the ass, you know, but it's really, really worth it. And you see like other companies like Gong who they did a great job. I mean, I think it's like a lot of the insights that they use are still pretty surface level, but look at the growth that they experienced from a marketing strategy that was based on data. And they make it some of the data nerds that are like, Oh, well, most of it's like, you know, correlation, not causation.
And we can argue separately whether or not any of those insights are actually any good, but the fact that they went for that, it's undeniable that that contributed like enormous. I think it's safe to say Gong would not be who they are today. If it wasn't for like Devin Reed and the guys over there and gals that were like, Hey, let's find a way and work with the engineers to get like some of our insights and data, right? And like, let's put that out there and see what happens, right?
Now you have like companies like Lavender that are doing that. So I think that this is like the next evolution of content, brand domination, education is proprietary insights kind of leading growth. And this is powerful, not just this last thing I'll say, Cassics powerful, not just for marketing, but for sales. I think it's going to fundamentally shift the entire top of phone, not just like marketing, but sales as well.
Imagine being able to reach out to prospects and buyers with a real non obvious insight. Imagine SDRs armed with knowledge that the people they call don't know, right? I know something you don't know. Like that's compelling.
Whereas today, it's like, Oh, we helped apple grow 50%. Do you want to take a meeting right? It's garbage for the most part, but imagine being able to go and say, Hey, we've got this research report. This data, it's ours.
We see four interesting trends. Do you want to see this? I'll leave whether we do business or not leave the report with you. That's a much more compelling angle that I think will again, be a seismic shift to top of funnel for sales and marketing, which I hope will bring more of a unified strategy for those two teams, which is another thing that we'll talk about.
So, again, tech and pumped on it. Insights, leg growth, how companies are going to leverage this? I'm really pumped on. Yeah.
So that's what I got. What do you got? I know you got a couple of hot items here. Yeah, I really like both of those.
It's funny. The irony of how this all comes together, proprietary data sets, huge in terms of your content strategy moving forward. As you mentioned, also huge in terms of the evolution of the evolution. You know, about the rise of AI, like the ground going forward with the technology we're talking about will be who has proprietary data sets and can leverage these technology and AI tools out there.
So I'm looking forward to, as you said, bringing people on to help our audience kind of figure out what this means for them. I'm going to go the other way. I'm going to go to school. The things that I want to talk about.
I want to talk about brand. I want to talk about differentiation and kind of what your company stands for. I want to talk about creative and how it ties into that. I think in this space that we deal with a lot in terms of marketing brands, a dirty word.
People don't want to talk about it. I think we need to go the other way and we need to embrace it. This is why people buy from companies. It's because of the affinity and the emotion they have towards the brand.
And so how do you create that and bring that out and lean into it into the world versus kind of walking away from it. There's no shortage of B2B marketers saying they want to be like, they admire B2C companies, but then they don't take what you can learn in the B2C world and apply it to B2B. We need to rethink that. Performance marketing without a strong brand foundation is not having to create differentiation.
And so I want to get into that. And I think what fuels that is certainly proprietary data and insight, but also strong creativity. And so how do you foster that in your organization and bring that forward and what does that look like? And I want to bring people on who are doing that in their business today and hear from them.
I'm going to help you with that. Tell me. You know how I'm going to help you? I'm waiting here and baited breath to hear how you're going to help.
I'm going to get Ryan Reynolds on the show. I'm saying I'm going to get Ryan Reynolds on second growth. How some way, even if we have to spend every last penny that we have in the refined labs checking account to pay him to get here, we will be able to figure it out. So better on that topic than maximum effort.
Ryan Reynolds. Anyways, I digress. All right, you're pumped on brand. You heard it.
No, no, no, you heard it here. Second. First, Carl's getting Ryan Reynolds. Maybe we need to do a little outbound old school campaign with Aviator Gin.
Yeah, yeah. Yeah, maybe we'll drive ourselves. You're getting permission to expense a few bottles of Aviator Gin. That's what I felt like I heard just now.
Listen, I mean, if you're confident that's your path to getting him on the show, then absolutely good for it. Yes. All right. Let's see our CFO now.
One more old school. Um, brand creative. We got a lot of feedback from people. They want to hear from us on marketing and sales alignment or the evolution of sales and what's it mean to marketing.
So I think the idea of we're going to expand that. I'm not just talking to sales leaders who are breaking the mold in their relationship with marketers and marketers relationships with sales, but let's bring in some other leaders and talk to them about their business. We talked to them about their views of marketing. I was talking to a couple CFOs.
Let's bring in some folks running customer success and really talk about what are the best practices and ways of companies working together across the commercial organization to drag change. And so this lack of communication or the barriers between organizations is real. And so how can we help our audience knock it down? Love it.
I love it. Man, it's powerful. So we've got brands. We've got taking down silos.
We got to do it different though, you know, like marketing and sales alignment. That's a debt. You definitely went to old school with that one, but I'm pumped for some of the guests that we're going to be bringing on because it's like they've been there done that and they're running their organizations a lot differently. I'm seeing like this rise of like SDRs going into marketing and marketing fueling the messaging for SDRs.
That is really awesome. I have a company in mind actually and they crush their SDR team crushes meetings. I mean, what can crazy meetings at close cells and sellers are just eating right because of this. So it's like, okay, that's interesting.
So I'm excited to have some guests around that know what they're talking about on that topic because I certainly don't. So I'm pumped. You had another note here and kind of our notes that I thought was interesting and different. Talk to me about art of coaching because coaching is at least from a sales perspective kind of near and dear to my heart.
But you're thinking a little bit differently about it. You're thinking like how do we apply the coaching the coaching culture that sales typically does extremely well. Right. It's a very like athletic team style coaching.
Most sellers are open to feedback. There's just like this culture of like, yeah, I need feedback. I need to get better and iterate and practice and train like a soccer team or whatever it is. But you're now trying to innovate that and kind of push it into the rest of the org that feels challenging to me on pack that.
That's an observation I've made because I've had the chance to manage a lot of different functions from product development engineering, the marketing, of course, into sales and probably a handful of others. I forgot about. And one thing I've observed coming out of my times leading and managing sales teams is the stark difference between the embracing of a coaching mentality in the sales organization versus any other organization. And what I mean by that is the sales team, first and foremost, the objectives in KPIs and goals are brutally clear, as we all know.
And so that drives a mentality of coaching the team to those objectives with very active feedback. It's not just about like patting the sales person on the back and saying, hey, you're doing a really good job, Carl. It's like literally how are you doing versus goal, listening to calls, game tape to your kind of athletic analogy and providing really good critical feedback on how to get better. And when you talk to sales teams and sales leaders, they're all like, yeah, this is how it works and sales.
This is how we get better. This is pressure situation. It's a development of the team. And you see that kind of the rise of the sales person kind of through the organization based on this level of coaching and so forth.
And then you look at any other organization. And what you'll find is it's almost nonexistent. Now, that means it doesn't mean it doesn't happen at the, with the best leaders or the best run teams, but by and large, it's missing. They're marketing organizations that we'll talk to when I ask, what are your goals?
They don't know. There's an appetite. There's like unwillingness to give critical feedback because we might hurt people's feelings. I'm like, it's worship.
It's all about coaching to get better. And what I've noticed and none of this generational, I don't know if it's because of the times we went through where the economy was so good and we had so much money. We didn't actually have to do effective management and coaching. I see a huge void in many companies in the space with just the lack of leading managing and coaching your teams to be great.
And I want to talk to some people in this space who are doing that well. I want us to break down some frameworks that people can use going forward. And I really want to understand from you and other sales leaders, like, what are the things you do in sales that aren't present in other organizations and how do we apply those to other organizations? I think this is like a massive issue in every company.
And it's kind of under the water, under the surface. Nobody talks about it. Man, I have some thoughts here. We might just have to do this right now.
But you got me thinking a little bit more while you were talking. It's like sales, it seems to be one of the only departments in an organization that's like truly performance based. You might say that marketing is performance based and marketing marketers may say, yeah, I'm in a performance based role, but they don't act like it. Right?
Like, who is coaching the graphic designers and the copywriters? Like, oh, no, try this. Try that. Like coaching, not feedback.
Cause those are those are different. Right? There's something more actionable and accountable to coaching. Right?
Like, you are going to improve. This is not feedback that you can take or not take this effects. You can take it. And then you can do it in a performance and what a copywriter see their job as performance based.
Probably not. And actually, then they actually be like the underlying root issue here. It's like, I'm not, I don't see myself as an athlete on a team who, if I fail, this team fails or, at the very least, if I fail to be the best that I can be at least cause harm to some other function or our results. So, you know, sales, even like it's funny in our, we look for it too.
I would apply for jobs. We're asking for it. It's like we do coach. What's your coaching?
How am I going to ramp? You, you probably don't have other departments like HR or accounting that are asking these questions, but they should be because those are every role in an organization is going to be performance based. One other little thing I'll mention here is that I think that growth for most folks outside of sales means this is a difference maker. It means I just get promoted and make more money.
So the promotion is the path to more income. Sales, people don't see it that way. They see skills as the path to more income. And I think other departments don't share that mindset.
Right? You might talk to like a marketing department or, you know, maybe you're going to be able to do that. Or, you know, maybe even like a company like replying labs, right? Like a services org.
And it's like the path to growth is synonymous with promotion and title change. I get senior put on my or executive or VP put on my title and I get a pay bump. Sales really doesn't give a shit about that. I don't care about my title.
I don't care if I'm an executive for three decades of my life. It's irrelevant to me. I don't care if my base pay increases. Like those aren't things that I think about, right?
Most sellers I think are going to think in a similar way unless your base pages sucks. Right? But for the most part, we correlate improvements of or sharpening of skills with more income because I leave refined lines and go to some other work to sell. I'm taking that.
I'm not taking my promotion with me doing some other organization or my title, but I'm going to take my skills. And that actually is my path to wealth, freedom, income, whatever it is that your goals are, right? So I think it's not to be long. There's a fundamental mindset difference there where it's like promotion is path to growth or those are synonymous, but with sellers, it's skill is path.
And I think that the sellers have a better mindset there and that affects the culture of their team. Yeah, this is a great insight. I'm going to add to that. Most companies I'm in when we talk about career development, the masses think promotion and they think send me to some type of training.
Yeah, official training. And yeah, these things are important. I'm not going to say like you shouldn't fight for these things. But if you really want to understand how to grow skills, it's by getting opportunities to try new things with very active coaching and repetition.
That's how you get good. And so my kid to a soccer camp, you know, I see him get a soccer practicing over and over and getting in the game, getting coached repeatedly by somebody knows what the hell they're doing. And people don't think about that when they think about the easy stuff. Why am I going to get promoted?
Okay, go to my next training. Yeah. Listen, training is useless if you don't get a client. Yeah.
And so I love the kind of break that paradigm with you because I think we got to get out of this. This correlation between like I'm developing my career because I'm getting promoted. Yeah, exactly. You can get promoted as a popular graphic designer and not improve your skills, right?
It's like it could be time. Well, you've been in this role for two years. Time to put senior in front of your title. It's like that doesn't help your career.
You know, but again, it's just a mindset. It's just a mindset shift. It's something sales has always had. They've always known that if my skills don't improve, I will plateau.
Other sellers will surpass me competitive. Competitors, competitors in my territory will beat me more often than not, etc. So, yeah, it's fascinating. We definitely went off on a tangent here, but I brought him because I think it's a big one.
I'm not going to be a fan of the season three man. We're going to tackle coaching because you don't have it. And again, I don't want to beat a dead horse here, but like you don't, there's not a marketing coach that hangs out with the marketing team and nitpicks and develops and has a plan of action, etc. For developing the skills that take you from average at something to mastery.
So sales is cracked that nut for the most part. We're going to do that great all the time, but it's still so much further along than the rest of the org that you know, you know, you'll have value. You know, when is everyone there should be on the executive team, right? The smartest people in the world, my last thing I'll say, smartest people in the world like have coaches, right?
Even executives say higher coaches. You want to be better at life. You hire a life coach, right? Financial advising.
These are all really coaching functions. And the wealthiest folks that I know, they've got mentors and coaches around them. But for some reason, as business professionals, we deprioritize the important role of coaching and mentorship, except for sales. And I think at Harms results, we'll see a lot of these teams producing garbage results.
They get fired and hired somewhere else, fired again, assisted these organizations on move anywhere. So, all right, rant over. It's good stuff. Yeah, I think about it.
Like, we all have a manager, but we don't have a coach. And I would argue this is the role of the manager. If you be the coach, that's good. So, dear job.
Yeah. Now, I'm not saying, though, you shouldn't fight for promotions and all these things. That would be naive. I was a person who was always wanting to be promoted when I was young.
And I'm not going to be the old guy sitting here saying, don't fight for what you think you deserve. But don't fool yourself into thinking because you got promoted. That means you develop the skill. These are two things.
Develop your skills, get active coaching, listen, take chances, put yourself out there and then, yeah, fight for the promotions and do those types of things. But don't confuse one for the other. All right. What else?
What else? We're talking tech. We're talking inside. We're talking brand.
We're talking alignment. We're talking coaching. Who are we got coming up? Well, I had a fabulous interview this morning.
Vivana Brian, Chief Marketing Officer is happy. We got into brand differences between B2C and B2B. Because that's been her background. She's had this unique perspective of seeing both sides of the world.
And, you know, from what they've built is happy. Phenomenal. Phenomenal. I mean, that is an example of what when I think of brand and I think of creativity and I think of data driven insights.
Amazing, amazing kind of company that we should have pulled and like have people look at as kind of a benchmark of what we'd like to see more of in the B2B space. So we'll have that interview. High bar there. Yeah.
It's a high bar for a first one. I'm going to fill up with a good one. We got Peter at Carta. We're going to be talking insights and what he's done with insights and habits impact organization.
Of course, you know, we're going to have Ryan Reynolds on here at some point. So, you know, he's coming up. But I had another topic, wild card here. And it's the inbound buying experience.
And I know you've got some really specific thoughts on this, but you're kind of radical. You know, you think that it should have like its own playbook and really kind of be its own siloed is kind of a, you know, an unspoken token of word, but you think it should be its own function. What do you impact that for me and for us? Because I think I agree, but I don't know.
Well, let me kind of set up the situation. I mean, we've built a marketing go-to-market engine for the last 10 or 15 years. That's been this rewarding marketers for driving a high volume of shitty leads. We've talked about this quite a bit.
Those leads get nurtured and scored and whatever and they get dumped over to the sales team. And the sales team frankly doesn't give a shit about these leads. They know they're not going to convert the revenue. So they've created their own structure.
And we've talked about this many times on the call. Going outbound, doing their own marketing, sourcing their own revenue to the point where a lot of B2B companies, you know, sales sources and closes the majority of the revenue of the marketing team. In part because of the stuff that we preach and what we've seen, we're starting to get marketers though early in this space to figure out how to create demand. So they're starting to actually do real marketing, the creating demand for the brands that are company and the product.
And people are coming inbound and they're raising their hand to talk to the sales team. And what the issue is I see is the marketing team is not telling the sales team. These are a different type of lead. These are people who want to talk to you.
So let's not trade them the same as we're treating all the other leads that the marketing team gives the sales team over which the sales team knows are not high quality and are going to close. These are the most valuable leads we can have in a company. And those leads deserve their own process and a different level of attention and urgency to them because these are leads that will close in a predictable fashion to revenue at a high rate. If that process is executed correctly.
And so why is this something I'm pointing out is because I'm observing it over and over, not just in our clients, but also others that I talked to you that once they get the marketing engine working in an effective way, the next downstream implication of that is the sales team is not following up on these leads officially and these leads aren't converting to all pipeline and revenue at the rate they should be. This is natural to have happened by the way, because of all the stuff we talked about in this transition. But if you want to really change the organization, it's not enough to create demand. You also need to be a curvert demand efficiently to revenue and that's the opportunity for the sales organization to kind of say, listen, my marketing team does have to ship together.
And these leads are valuable. And there's going to be a different way that I handle these leads and route these leads and work a sales process and my outbound strategy to be different than my low intent inbound strategy of all the scrappy leads. I dumped a VR and say, you like these high intent, most valuable leads deserve and need another process. I don't know a better way to make that point than to say, listen, it's its own playbook.
It's its own strategy. It's a different type of training of a salesperson to handle this. They may be over traditionally being done in the past. And this isn't like there are companies out there that do it really well.
And we want to find those companies and talk to them about how they do this efficiently. But this is something I think as we change the paradigm of B2B marketing and make it a part of the revenue mix versus some side show, we're going to need to make sure that we rethink the sales process as well. So that's my long winded answer to my POV on that. Yeah, I think it's awesome.
I think like PLG companies, probably are the most evolved in this regard, right? Because they're not sales led always. They may have like enterprise outbound going or whatever, but they wait. They're using like data, right?
Product usage data, etc. to kind of inform their outreach and there's like a whole ecosystem of tools that are now been built and explore this whole little micro space is like exploded. And so I think we should definitely have some of those companies on to kind of hear like what they're inbound buying experiences like. Yeah, I mean, it's challenging, right?
Because I'm a seller and I'm like, well, you want marketing to start the own like demand capture, which now you're including probably sales into some degree. So it's like, you know, now we're going to take an SDR. So you're taking everybody here, Cassidy. SDRs are going to marketing now.
Inbound sellers are going to marketing. Everybody's becoming a marketer. But I think that, you know, fundamentally, I don't know any company that does this, but it's like the this is like Chris talks about this sometimes and we've alluded to it here and there, but it's like, is this an org structure issue, right? And more than like a tactical playbook issue, like, should you not have sales and marketing departments anymore?
Should you have demand creation, demand capture and demand closure, like functions, right? And that is kind of the entire and then expansion, right? And then you have demand expansion function. So you have like these three functions and you think of like visually, not everybody will be able to see me if they're listening to this just on Spotify or something, but instead of like two silos standing up next to each other, what if it's actually more of a horizontal type of structure that is aligned with the customer journey.
And you may have a mix of salespeople and marketers, like there's just different skill sets that are in the demand creation departments. And then you've got your demand capture department with again a mix of marketers and writers and graphic designers and salespeople and tech that's specific to that stage if you want to call that. And then again, same thing on the demand closure piece and then of course the demand expansion. So it feels like you might be suggesting something even more radical, like the org chart needs to change and is wrong.
I don't know if I just put words in your mouth, but that's the visual I had in my mind as you were talking to your concepts. Yeah, maybe I think it's worse considering it could also be by pipeline source, right? We have high intent hand raisers coming in. What's the, who's the squad that handles that end to end?
Because when you think about it, not always in a different playbook and a different mix of people, the feedback loop is really tight. And what I mean by that is you literally have somebody's like, I want to talk to you. The level of learning that you're going to get from how well they understand what you do when they come inbound to the questions they ask to what the sales person needs. Or the person needs to get that you'll close in the pipeline is different.
That feedback loop that loop comes back to like how they come in, they came in on an inbound channel. They came in through your website, they educate themselves before they showed up. So how effective are we at the education process? So the call becomes more efficient and the cycle time reduces and the closure rate increases.
So there's this. Your point. Yes, I really alignment is literally the mindset needs to be one team. Yeah.
How do you get people moving through that process as efficiently as possible? What are all the points of friction? We talk about friction being I don't have automation to take a form fill and convert it to a meeting. Great.
That's one point of friction. Another point of friction is, you know, the sales person has to spend 25 minutes to the first 30 minutes of a call, educating the buyer on what you do. That should be under 10 minutes because they should already be educated. That needs to be closed loop back to the marketing team, better education, better data driven insights.
Yeah. Well, we're here as well, educating the rammed into an SDR qualification call. Right. Exactly.
Well, educated. You're taking it back to the beginning and they're like, we're at the end, man. Yeah. Tell me where to sign and no running into a band and all this other bullshit.
Yep. Love it. Dude, I'm pumped. This is awesome.
I don't know about you. I feel like we can close up shop here, but to recap here, tech, AI, insight, like growth, brands, silos, coaching team collaboration. We got it all. We know what the classics will do some demand, Janice some point.
Some people to be in creation. We'll make it. We'll make it. We can't forget that.
That's a pick up our show. We'll just make fun of each other sometimes. You know, we definitely. The audience deserves more beer jokes.
We've been asked to provide more beer jokes. We'll make it. I think we're all going to bring more people on the usual. A lot of times it's a you hear from refined labs or a you're here from Carl myself like you're doing right now.
Yeah. We're going to bring on some other non-obvious people to share their insights and so forth. We want to hear from the audience. See, like the audience.
There's topics out there that they're struggling with and they would love us to talk about those topics or bring somebody on. Let us know, man. We'll bring them on. I'm pumped Cassidy.
Let's do this. Stacking growth season three starts now. Coming up. Stacking growth.
We're done. We're out. We're out.