From Doubt to Dollars: How Email Marketing Drove Unprecedented Growth

Intro VO  00:06

Welcome to Revenue Rehab, your one stop destination for collective solutions to the biggest challenges faced by marketing leaders today. Now head on over to the couch, make yourself comfortable and get ready to change the way you approach revenue. Leading your recovery is modern marketer, author, speaker and Chief Operating Officer at Tegrita Brandi Starr.

Brandi Starr  00:35

Hello, hello hello and welcome to another episode of revenue rehab. I am your host Brandi Starr and we have another amazing episode for you today. I am joined by Denmark Francisco. As a seasoned marketing executive with a proven track record. Denmark brings 15 years of expertise to the table, consistently driving revenue growth and achieving outstanding results for startup ventures. His career highlights include assisting for startups in achieving successful acquisitions, contributing to a total value of 860 million. Denmark's unique approach to marketing is rooted in a scientific and mathematical framework prioritizing data driven analysis, he brings a distinctive blend of CFO CRO and cmo thinking and action to the table. Throughout his career, he consistently exceeds targeted KPIs, underscoring his unwavering commitment to delivering exceptional results. As a CMO and VP of Marketing, Denmark is well equipped to make a significant impact and contribute to the success of the next great company. Welcome to revenue rehab, your session begins now.

Denmark Francisco  01:53

Awesome. Thanks for having me. Brandi. Thanks for that intro. I don't know who wrote that. But did I write that or somebody else wrote that, but Thanks, I appreciate it. There's a lot of agitates in there.

Brandi Starr  02:03

Yeah, as I say, your background and bio is definitely very impressive. So I am looking forward to our discussion. But before we dive into it, I like to start things off with a little Woosah moment that I call buzzword banishment. So tell me what buzzword would you like to get rid of forever.

Denmark Francisco  02:26

I'd like to get rid of all of the acronyms that we as marketers use. I think there's way too many acronyms. I know that's a bit of a blanket statement. But I find that the acronyms number one tend to bring different definitions. Like we can start off with one which is MQL. Right. And SQL like an SQL to a CMO versus a CRO are two different meanings. And it actually derives from Salesforce, right partly, and the definitions have to be really clarified with the team. And what I mean by that is the executive team. Because I've found in 15 years, there's never been a single moment where even the SQL in itself is the same exact definition as the marketing team has been using versus what the CRO and his or her team is using. And that is like the groundwork for everything after that. I mean, obviously, all the other acronyms that we use could be discussed. But I think in this light of what we're doing, and talking about today, I think the SQL really needs to be brought to light and made sure that clarified within the internal teams.

Brandi Starr  03:36

Yeah, I you know, I do love a good acronym. So I can say getting rid of all the acronyms will be a little tough for me. I do wholeheartedly agree with you, though, that, you know, a lot. A lot of times when we're working with clients, we start with a definition exercise. And like, well, let's just get all on the same page about how we're defining it. Because I do think so often, people want to switch it to a new acronym. It's like, let's come up with a new word. And it's like that word has no meaning either. If we don't agree on the definition, it's like we don't have to keep coming up with more creative words. Like let's just agree on a definition, no matter what we call it.

Denmark Francisco  04:19

That's right. I tell I'm in agreement with you on that for sure. But the team has to discuss this thing. So yes, well,

Brandi Starr  04:25

now that we have gotten that off our chest, I will try very hard not to use any acronyms in our conversation. So tell me what brings you to revenue rehab today?

Denmark Francisco  04:40

I think there's been quite a discussion in the marketing leadership, I think in the last one to two years on how to grow revenue properly. I think there are certain things that needs to be addressed regarding the responsibility of marketing leaders to revenue, right. According to a study, I believe the shelf life of a CMO right now That was less than two years at a company maybe two and a half years. And that really needs to be addressed. You know, for 15 years, part of the reason why I've had a job is because I've had to, can I can say certain words, say, I've had to cover people's asses, right, like, whether that was the, you know, ad agency that hired me as my first, you know, consultancy, back in 2009, even to today, you know, I think the way marketing is being taught in schools needs to be questioned, I'm not saying that it's right or wrong, good or bad, I just think that it needs to be questioned, to really see what the purpose of marketing is, which I do have, I'd like to share with the group and those listeners versus how it's being taught in school, right. And I didn't go to school for marketing, like truth be told, I went to school for finance and accounting, and started my career at PWC and then spent two years at Deloitte Consulting, right. So my background really is of a financial slash accounting background. And I moved over to marketing, which I have the saying of like thinking like a CFO talking like a CFO, and an acting like a CMO, right. And if you look at those three relationships in any enterprise, or any startup, there's, there's differences, right? But marketing leaders need to really, we need to put ourselves in their shoes in the shoes of a CFO in the shoes of a CRO, in order to actually do our jobs in a way where we're not seeing as a cost line item, but instead a revenue driver, which is really partly what marketing is supposed to do.

Brandi Starr  06:39

I agree wholeheartedly, and I know, this conversation, and getting us to the couch here stemmed from an organization or community that you and I both are a part of where someone asked the question of what's the magic pill tactic? You know, if there is one, because their CEO was kind of asking, you know, or pushing, as we've all seen in our careers, for live, let's just do whatever is the magic thing. And, you know, different people to, you know, tossed around a few things. I think everybody collectively agreed that there is no magic pill. But in that one of the things that you said was email, in that how in that focus on revenue, and marketing, being a revenue driver, and not a cost center, that you had had success in the past, with really doubling down on email, and how to tap into email. And so I'd like to really bring to light that success story. Because I know a lot of times when I'm talking to people, there's so many more sexy topics out there than email that you know, you have the LinkedIn bros talking about email is dead, everything is here and like emails kind of forgotten, because it's the thing that's been around forever. And so in really sharing that success story. What would you like people to take away from hearing your perspective on marketing as a revenue driver, and where email plays into that, because I really believe in setting intentions so that people know what they're gonna get from the discussion.

Denmark Francisco  08:24

Absolutely. Let me take a step back and just plan to clear the space right for those listening. The first thing that we have to discuss is what is the purpose of marketing, right. And again, this is not taught in schools. And it took me quite a bit of time to really uncover what works for me, right. And again, this is what works for me, if it works for you, great if you can use it, if you don't throw it out the window and think I'm crazy. To me, the purpose of marketing is to create a demand in order to sell a product or service. Right. And that's it. That is the purpose of marketing to create a Demand period. And if you want to tack on to sell a product or service, great, but if you take a look at that, like what does it take to actually create demand? And the only answer I've come up, come across with and this will tie in to the answer of how email drove growth is communication. How do we communicate with the person that we're going after? Right? And for the person that says they don't like military words? In one of the buzzwords I did read through the list? Unfortunately, that's what's been used in, in business, right? They are military terms, just because that is I mean, you know, we have histories of war in our period. So a lot of us know what that looks like. But if you look at that, if you're targeting a certain type of individuals certain job title, who is actually going to be the end user, which is by the way, the most Important thing in the entire equation, right? We won't even talk about product and product marketing right now in this call. But if we put them at the forefront, it's a question of how do we communicate to them? Right? And how do they communicate back with us. And the reality of the situation is in the challenge of marketers in today's day and age and 2023, you know, today's what, November 7, right? Like, there is so much noise where most of us are working remotely, some of us are in hybrid, going into the office. And the same goes for our ICP, right? So we have work and life happening, we have this Blurred Lines of being a consumer buyer, in our private lives, in a business buyer in our professional lives. But the one thing we have to do is we actually have to harness attention. Because if we don't have their attention, they will never ever become a customer. And to me the way email has been set up folks say, Well, yeah, email is dead. Is it really? Are you still answering emails every day? Like, are our board board notes being passed around in emails? are investors communicating to you via email? The answer is yes. Right like, and that's been a staple point. But the purpose of why email has been a cornerstone in my stack, is because it allows for me as a marketer, to have an open line of communication to my ICP. And for most folks that say, well, it didn't work for me. Well, I'd have to question, what did you actually share? Right, was it BS? Was it fluff? Or was it actually facts and figures and data? And I find, and I've sold into it for quite a bit, I find that certain buyers need data, and facts, they don't need my opinion as a marketer. They just need facts and figures to help them manage whatever problem that they're trying to manage work to overcome whatever problem continues to be. So to me, emails allow allows for me to do that. And folks say, Well, are you spamming? And we can talk tactics, right? Like there is conversations around like, well, how are you sending the emails? Are you sending it via your your main domain? And I say no, don't send via your main domain, because you'll get blacklisted. And then the follow up question to that is you're spamming people who did double opt in. Okay, well, they didn't adopt double opt in. But if they find what I have to say is valuable, what tends to happen is they tend to become viewers and readers that ultimately become customers. And so I don't even address the double opt in idea. And I remember I was in Silicon Valley in 2008. Teen late 2018 2019. And this came up right, in a board meeting and they go, Well, aren't you spamming? These these people? I said, Well, I'd rather be a rich spammer than a broke one. Right? You know, but really, absolutely. And they were laughing, right, just like that. And I was like, think about it, like, the only reason why we think we're getting spammed is because of the relevancy of the content being sent to us. So there has to be a survey almost of what types of content does the ICP want to receive on a continual cadence. And in my prior company, the CEO of that organization, who's dealt with it for 30 years, knew that topic really well. And so, you know, he actually wrote the content that we were sending out. And it was a very relevant and we had 3.8 million names. When I entered in, by the time I left, we had 5,000,005 point 2 million emails in our in our email marketing database, there were double opt in, but they all knew him. So one can argue one way or the other. But the point that I'm saying is never block your line of communication to your ICP, and I find that email has been that driver for the organizations that I've been with.

Brandi Starr  14:01

Yeah, and I would agree, and I'm gonna table the compliance perspective in terms of like, Absolutely, double opt in. There's certain requirements in certain countries. And you know, that's a whole different rabbit hole. But growing the email database has been something that companies have focused on. But to your point, I think they've done it and give more thought to growing the database and less thought to what's being sent once they get that name. And so one of the things that I've seen and I want to get your opinion on this, is there's a lot of companies that focus on driving the interest to gather names, so paid, you know, paid media, social media, content, syndication, event events, all these sorts of things that attract people to you. But then they don't give any focus to what they're going to say to them. After they've attracted them, and you hit on something really key, which is that relevancy, and knowing the audience. And so often, what I see is that companies are just sending what they want to say, our product does this, we're awesome here, you know, I've seen campaigns where the whole thing is about why they're awesome. And not at all about what the company needs. And so I know, you talked about what's being taught in schools, you know, is not totally aligned to what marketing needs to do. And so I'm really curious, why do you think that? You know, as long as emails been around, why do you think so many people still struggle to grasp how to use it effectively?

Denmark Francisco  15:49

I think the first thing I'm going to answer to that, and it's a flash answer for me is they don't talk to the ICP enough. Like most marketers, actually, don't talk to existing customers, like on a one on one basis, like how many marketing leaders actually picked up the phone to talk to the customer that's been there for three or five years. Just ask them like, just literally just ask them like, have you gotten on the phone and talk to the, the top 10% users of the platform? And you find that they don't, so they're out of reality? And so folks will question me about this, right? Like, I know this, and I've been very vocal about this in my career, and some of the companies that I've helped out. And these are tough conversations to have internally, right? Like you're essentially challenging somebody's blueprint of how they're making decisions. And what I come to find one for one, is when folks are having a challenge of like, their content strategy, and what to say and how to say it, it's because they don't have any reality on the person they're trying to talk to. And I'm just going to bring it back down to like layman's terms, right? Like, if I was to go to dinner tonight, with my friends and my family, and they were to ask me what I do for a living 99% of what I do, my parents still don't understand. But if I told them, that I help salespeople, close deals via marketing, he's like, oh, yeah, I used to be a sales guy that makes sense, like brochures and information like, yeah, that's something like digital brochures, right? He's like, okay, that makes sense. Like, you have to put it at the level of reality that that person can have. And the challenge, it wishes, your question is because most marketers simply don't have enough conversations in relationship with the ICPs. And so I would challenge those listening to this, to either do surveys, or do one on one calls with power users, right? There's always going to be in every company that I've seen, there's always going to be a top five to 10% of users, those who log in constantly. They're active daily users, weekly users, monthly users of the platform. And if you ask the product team and the engineering team and the customer success team for that data, they have it. They have, they'd be like, Oh, here's the list of top heavy users or what we call power users. Well, isn't it time to have a relationship with them? And just asking them like, hey, what do you you know, what type of content do you like to consume? What challenges do you have on that you're trying to manage? Right? How has our platform helped you out in managing that, that problem at work, right? And then all of a sudden, you kind of get this gist of like, you know, if you talk to enough users, you're like, oh, there's a recurring theme here of what they want to read. Right? And like, it's like, Oh, why don't we put some some some of that content out. And there was a company, a cloud hosting company that I was early on, I was, quote, unquote, a growth hacker, right? And growth hackers essentially trying to grow user base. And we developed how to articles for the developers, right? So we didn't, you know, I think, partly, the conversation was like, Oh, we want to go up against AWS and these large companies. And we're like, the David versus Goliath. And we're not even David. We're like, Baby David. Like we were like nobody, right, right. And, but what we did was we built an awesome product, which we were very much product focused. And then we looked at what who the users were, which was developers, and we focused on the users in terms of what they needed and wanted, and what they needed and wanted from a content perspective, we're how to articles by the way, by research by cohort analysis. There's two types of content that works and it's worked for at least over a decade in my career, how to articles and like the best ways to do blah, write specifically for that audience. And then how to articles you can't mess up on right reading a how to article must have a specific output that is laid out in the how to do whatever like it's like, how to bake a cookie, right? Like what what kind of cookie chocolate chip cookie okay, how to bake a chocolate chip cookie if you have a instance option to do that. If I go and do that tonight, I better have at least an acceptable tasting cookie in my in my mouth, right? So the same thing goes for articles, right? And we have to lay it down in the human level. Right relevancy. By the way, you talked about relevancy. The entire thesis. For those of you who like to nerd out, you should read the thesis of what built Google to be right. Google's entire existence is on one word, which is relevancy. That's it. Like, if you look at the 90, I think it's like 1992. I read it when I was like 15 years old. And it was essentially the white paper on the search engine of Google, right? By Sergey, Larry. So like it, and relevancy was the key word. And if you look at that, most of us in our lives, like when we ask a question, we want a workable answer based on reality that we can have proof on. And if we don't find that answer, we either ditch it, or we get very upset. Yeah, and the same thing goes for the content for email.

Brandi Starr  21:09

That's a really great point. And I think, in thinking about email marketing strategy, that's a great word to anchor on. Because I do see a lot of organizations, they know they need to do email. And so they just put stuff together. Like let's think about, we got a new subscriber, what do we want to send them? And they're not asking the question of what is actually relevant in that moment. And so I'd like to shift a little bit because our audience is primarily heads of marketing, so VPS CMOS. And so they're obviously not the ones hands in, you know, crafting emails, at least not at larger organizations. So what do you say to the head of marketing and how they guide their teams, in one being able to clearly articulate why email needs to be a key tactic, or that anchor tactic as you call it earlier? And how to get them to focus on that relevancy? Like, how do we as leaders, guide our team down the path that you've successfully gone? Yeah,

Denmark Francisco  22:22

so let's just take a large enterprises, right, let's say fortune 1000, like if a fortune 1000, marketing leader came to me and asked that question, let's, let's kind of roleplay here with you. And you are that marketing leader of a fortune 1000 company, the first thing I would ask is, like, let's take a look at the team members that you have in marketing and product, who in marketing, has relationships with the product team, and who in marketing has relationships with the customer success and onboarding teams. Because if you if you're an organization of let's say, 10,000, right, the CMO is not going to be able to do that hands on, but somebody in the team has to take responsibility for getting feedback loops in the organization. And I can bet you with my entire life, that there's somebody in customer success. There's somebody in onboarding, and there's somebody in product that has that information, right. And sometimes what large organizations tend to do, we'll do something like an NPS survey. And we'll sneak in some of these questions that marketing team needs, which I have seen, right, because the argument of like, Oh, we don't want to bombard our users with with surveys, because we're large enterprise now and whatever, right? Okay, fine, you still need to get your questions answered. And so a marketing leader needs to have somebody in their team doing that, right and forging those relationships, which is partly why I've had a job for 15 years. Like, literally, I come in as a banner of a consultant. And it's just like, I'm a consultant. It's like, oh, yeah, the the marketing leader, the CEO will introduce me to the Chief Product Officer, the Chief Product Officer will introduce me to a product manager. And then we'll get introduced to, you know, the onboarding lead, and then I'll get introduced to the customer success, Head of Customer Success right now have relationship as a consultant, because then I don't pose a threat to their job, which, to me, that's a whole different topic, why people protect their work. And I think that organizations need to have candid conversations with each other in terms of how to best serve their customers. And that sometimes means putting the ego aside, and sometimes just saying, like, hey, we haven't done that, or I messed up on that project. And if you get fired for admitting you messed up on a project, you probably deserve to be in another company anyway. Because a company who doesn't value somebody who admits to messing up, they're probably brushing a lot of things under the rug anyway, right? But you have to navigate depending on what the environment looks like for a fortune 1000 marketing leader, I would recommend him or her to assign to somebody whether that's a director level, whether that's a VP level, somebody that has relationship with these with these different departments in order to gather that information.

Brandi Starr  25:03

Yeah, cuz at the end of the day, like, really, no one should see it as a threat. It's not like a marketing manager is trying to steal customer success managers job, it's like, no, technically, we really can help each other do our jobs better. And I do think that that's a great place for the leader, you know, the head of marketing to lean in, because in some cases, there are organizational barriers that, you know, make creating those relationships difficult. And so the person that is the most senior person in marketing has the leverage and influence to be able to open those doors. And so I do think that that's a really great place for our leaders to start. My last question that I want to ask is kind of in a different direction, I know sometimes ownership and where things should sit within an organization can be a challenge. And so obviously, there's generally a team that handles you know, email execution and actually getting stuff out the door. Like that part's usually self explanatory. But where I see a little bit of a debate within some organizations is where the development of email content and messaging should live.

Denmark Francisco  26:28

Yeah, that's a good topic. Yeah.

Brandi Starr  26:30

So I'd love to hear your thoughts from an org structure perspective. How should that flow? You know, the strategy around, you know, creating that relevancy? Like, what roles where in the department should that live? Like, what's the best place? What's your two cents on that?

Denmark Francisco  26:47

Yeah. Great, great topic, man. And we can spend a whole half hour on that thing alone, right? Because I've seen enough consulted for well over like 70 companies now, some of it are public, some of them are not because of, you know, obviously, paperwork that I've had to sign. Let me take a step back. I think that that marketing leaders need to communicate the corporate objectives that they've been given by the board. And by the executive team, right. I think that's really the starting point. And the reason for that is that's the only way to harness agreements with other department heads when it comes to the types of content it's not necessarily the type of content that we're trying to put out. It's more of the fact that like, how does it align to the corporate objectives that we have C level folks or leaders are all tied to Right? Like if I'm going to go and convince the chief product officer to have a product manager to give me content, which I have, right, the true story. I've had product managers give me tips on what's happening from a product perspective. Right. And they've developed content for me, I've also had onboarding team members develop content for me. I've had customer success, folks develop content for me, right? Like you're asking, like, how does a marketing leader do that? Well, the reason is because I tied what I'm doing with email marketing and content to the corporate objectives, that we're all tied to and all our next and careers are our and our KPIs. And our bonuses are tied to write and by making that known from the top down, then it moves very, very quickly. But that is something that that marketing leader has to forge that relationship with other department heads, like, you know, a chief product officer is not going to give me a resource, or he or she is not going to write me a piece of content. If I don't feel that what I'm doing for for my output is not affecting their department. And the reality of the situation is, we're one organization to the user, we're one not multiple. And so that's really how I develop content. Randy is, is, you know, I look at the product team, I look at the onboarding team, I look at customer success, I look at the CRO, right, in terms of like, hey, what's closing versus what objection are we continuing to have? Right, that's feedback loop. And so there's a constant feedback happening. And so it's not a matter of one department owning content, it's more of the fact of like, what content will help our existing customers versus our, you know, prospects, so to say, right, and then crafting the messaging around that and making sure the content goes out. 

Brandi Starr  29:30

Yeah, and I really love that. Because what I'm hearing is that there's not just this one, you know, lonely person who just sits and cranks out emails. And because I've seen that like as an actual role, like they, you know, that's what they do. They crank out all the emails across the organization. And I see the challenge with the relevancy there, and the voice because you have one person that is just leaning On and they're usually great writers not, you know, great subject matter experts. And so what I'm hearing you saying is to get that relevancy and good content that does support the objectives, you've got to tap into all your resources, and that it doesn't need to come from, you know, one key place. And I really love that, because I've seen it done both ways. And, you know, usually there is an editor or someone who has to like massage, whatever it is into the final output. And that's all fine and good, but having it you know, if you're trying to write something that is a how to, you know, Product Marketing might be the best place, if you're trying to write a customer story, you know, customer success may be the place to lean into that. And so I really like tapping into the subject matter experts within the organization to help drive that email content, to have that rep, relevancy and be able to speak the language of your target audience.

Denmark Francisco  31:01

Absolutely. And I think each, there's no one size fits all when it comes to email strategy, right? Like, it also depends on what the platform or product or service that's being sold, right? Like, if you have a heavy, you know, one of the best, I think one of the best product marketing emails I've seen in a long time is Calendly, right? Like, I've been a Calendly user for like, since I think month four. And they have a product as a specific product marketing email that talks about product only. And so that doesn't mean that there's only one email being sent out by the company. There could be a multitude of emails, just make sure that it's relevant to that audience. So if they're paying customer, right, are they getting, you know, product related updates versus a non paying customer? Would you include that? Right? And that's a that's a discussion, right? Like product teams tend to have that discussion with me. And they're like, Well, I don't and sales, by the way, it gets involved, right? They're like, Whoa, don't email the prospects only email, paying customers. And so these are things that we have to navigate as marketers, in the organizations that we're working in. Because we have to understand what the objectives are of our peers, and how do we align, but I will tell you this, I will tell you this without a shadow of a doubt, the end user is willing to get an email if it's relevant to them. I know that I know that for a fact, like I, I'm a marketer, and I hate marketing. Like, like flat out hate marketing, you don't see me read a logos, right? You don't see me promote something unless I believe in it. And the same thing goes for users, right? Like, if you just put yourself in their shoes, like why do we delete emails? And why do we have multiple, multiple email accounts? Like I don't know about you, but I have multitude email accounts. Like there's the VIP email account. There's the there's the email account, that's specifically for promo codes, right? They get like 10 to 20% off. And then there's the email account for business, you know, and there's, you know what I mean? So like, there's minimally three that I use, right, but I can tell you, there's way more than that. And there's one email that I check every day. And now we'll move certain product emails in my in my VIP email, because I want to truly understand because it affects me. And I think that's the question is like, the relevancy has to have an effect on that human being. And so that's what I would challenge marketing leaders to do is like, you know, if you can get out an email, once a month, I've seen companies who don't email who hasn't even emailed in in a single quarter. And then they asked me, they're like, like, oh, are predictable revenue or pipelines hurting? I was like, when was the last time you communicated? When was last time you sent out an email? They're like, what? Every time I put it in, it's like, oh, our leads are flowing. It's like, no wonder. Go figure. Right. And, you know, also, I like to put in there having an in house webinar series is fantastic. Because once you have actual readers of your newsletter, and your, your emails, you start inviting them to more what people would call mid funnel engagements and bottom of the funnel engagements. And there's really two types of webinars that I recommend to organizations. One is top of funnel, talking about the problem set. And then number two is product focused, right? Purely being factual and data driven on the product. You're not trying to sell the product or service. You're just showcasing it. Right. And I usually run the top of funnel in house webinars, first week of the month, on a Thursday at 2pm. Don't ask me why 2pm works are 3pm works. It just works. If you have multi geographical locations. I find that in the Eastern US. I get a lot of people showing up. One of the webinars I did recently, we had 900 people this is a first webinar for this startup ever. Right? First one we did 900 signups 360, people showed up from a cold list. Wow. 360 people showed up. Now tell me how many people you got shown up in your webinar, if you got 360 people, holler at me, because I want to know your tricks. Some and I told the team like, Hey, man, if 25 people showed up, we're good, right? And we had three and six people show up. So the reason for that is, is relevancy, and we did give them a little gift, which was nice for them. 

Brandi Starr  35:35

So awesome. Well, talking about our challenges is just the first step and nothing changes, if nothing changes. In traditional therapy, the therapist gives her clients some homework, but here at revenue rehab, we like to flip that on its head and ask you to give us some homework. So for those heads of marketing, that are listening, and uh, really resonate, you know, what you've said is really resonated, they recognize that they are really not tapping into email the way that they should. What's your one thing? What is our next step? What do you where do you recommend that they start?

Denmark Francisco  36:09

Number one, just take a look under the hood, right, just just take a look at when the last emails were sent out, and what emails were sent out. So that's homework number one is just observing and looking. And seeing if that aligns to the corporate objectives of the organization and the department heads such as yourself, the marketing leader, that's homework one homework, too, if you can send out an email once a month, from once a quarter to once a month, great. If you're doing it monthly. Try to do it every two weeks. If you're doing it every two weeks, try to do weekly. I know one company that's sending out a top of funnel email every Monday or Tuesday at 11am. And they send out a product email on Thursday or Friday on a weekly like, it's a machine and that company obviously sold for a few billion dollars. So but like I said, you know, people want to hear from you make sure that you have something to say that's a value to them. So that's the homework, take a look. And then try to increase your cadence. Okay, so

Brandi Starr  37:09

instead of one thing we got to I love it. Well, Denmark, I have enjoyed our discussion. But that's our time for today. But before we go tell our audience, how can they connect with you, I know you're a consultant as well. So go ahead and give the shameless plug.

Denmark Francisco  37:28

Shameless plug. I'm very easy to get a hold of I'm on LinkedIn, Denmark, Francisco, Denmark, like the country, Francisco like the city. If you message me, if you email me, if you text me, if I don't answer your text or email within 24 hours, I'm most likely to get it. So just text me directly and pretty fast to get a hold up.

Brandi Starr  37:46

Awesome. Well, we will make sure to link to your LinkedIn so that people can stay connected. Thank you so so much for joining me. You're welcome. Awesome. And thanks, everyone for joining us today. I hope that you have enjoyed my conversation with Denmark. I can't believe we're at the end. We'll see you next time.

Outro VO  38:09

You've been listening to revenue rehab with your host Brandi Starr. Your session is now over but the learning is just begun. join our mailing list and catch up on all our shows at revenuerehab.live. We're also on Twitter and Instagram at revenue rehab. This concludes this week's session. We'll see you next week.