Visionary Leadership: The CMO’s Market-Driven Journey to CRO

Brandi Starr [00:00:35]:
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 Latany Conant. Latney is the chief revenue officer of 6th Sense. She is a trailblazing leader in revenue technology known for her innovative vision and strategic expertise. With a wealth of experience across all revenue functions, she propels business growth through operational excellence and oversees marketing, sales, customer success, partnerships and professional services. Her pioneering go to market approach has driven remarkable success for 6th sense, contributing to its exponential growth, industry leading, net revenue retention and impressive valuation. As the author of the best selling book no forms, no spam, no cold calls, Latney has provided a comprehensive guide for building a modern sales and marketing engine.

Brandi Starr [00:01:35]:
She is a passionate advocate for empowering revenue leaders and has founded vibrant communities like CMO, Coffee Talk and the empowered CMO network, fostering connections, collaboration and leadership development for B2B marketing professionals. Lattne, welcome to revenue rehab. Your session begins now.

Latane Conant [00:01:56]:
Hello. Thanks for that intro. I'm gonna like, listen to that on recording whenever I need a pump up.

Brandi Starr [00:02:04]:
Yes, I was gonna say there's nothing like your own bio. Yeah, sometimes I hear mine and I'm like, man, that person sounds pretty amazing. And then it's like, wait, that me.

Latane Conant [00:02:18]:
I know. I loved your video too.

Brandi Starr [00:02:20]:
Thank you. Yeah, I think I drove my team crazy getting that video done to get it just right, to bring out my personality. So I appreciate it. So I am excited to have you. And before we jump into our topic, I like to break the ice with a little woosa moment that I call buzzword banishment. So what industry buzzword would you like to get rid of forever?

Latane Conant [00:02:48]:
Well, I've been spending a lot of time on, you know, customer success and post sale, and I feel like the word customer journey is like used for a lot of things and people don't really know what it means and so, you know, so that's one of them that it just keeps coming up and I'm like, okay, what do we really mean by that? You know, um, it's just one of those blanket terms that people toss out a ton and, you know, it can mean 900 things to 900 different people.

Brandi Starr [00:03:17]:
Yes, I was saying it will be hard for me to not say that one. I think that is a word that I probably say at least three or four times a day. But I do agree that, yeah, it is overused, and it. It does mean different things. And I don't think everybody even, it's.

Latane Conant [00:03:34]:
Like saying a marketing campaign.

Brandi Starr [00:03:36]:
Yeah.

Latane Conant [00:03:39]:
Is it big? Is it small? Is it cover this?

Brandi Starr [00:03:42]:
Does it cover that?

Latane Conant [00:03:43]:
You know?

Brandi Starr [00:03:45]:
Yeah. It is one of those terms that has just become generic. So I will try real hard, at least for this conversation, not to say customer journey. So we're gonna put that in the box and put it up on the shelf. I can't say throw away the key, because I'll for sure pull it back out later.

Latane Conant [00:04:05]:
It's all good. All good.

Brandi Starr [00:04:07]:
So, now that we've gotten that off our chest, tell me, what brings you to revenue rehab today? You, simple answer. I love you. I think that is the best answer to that question that I've ever heard. But there's so much. There's so much that has happened in your career that I very much see as an example of where I feel like the role of those that lead marketing, where the CMO role is going in really owning the market. And so I definitely am excited to share your journey and some of your lessons learned with our listeners. And as we go into the conversation, you know, I believe in setting intentions. It gives us focus, it gives us purpose, and most important, it gives our audience an understanding of what they should take away from our discussion.

Brandi Starr [00:05:12]:
And so what is your best hope? What do you hope people take away from our conversation?

Latane Conant [00:05:19]:
Just don't know, Lynn. Like, don't allow yourself to be limited. Go find problems, color outside the line. And I think if you're that consummate consultant, an entrepreneur, so to speak, a, it's really exciting and fun, but b, you'll have a really shiny, bright career.

Brandi Starr [00:05:43]:
That is such good advice. And I think that is, you know, I I shared on a podcast not too long ago that the best career advice that I had ever received was don't be afraid to ruffle feathers, you know, and that's that same sentiment of being okay with coloring outside the lines, not, you know, not being limited by anything. And I definitely agree. It has. It has made my career interesting. And, you know, I've grown a lot.

Latane Conant [00:06:15]:
So.

Brandi Starr [00:06:15]:
So I'm curious, because I know, you know, I know a lot about your journey, but not everyone listening does. Did you set out to move into the CRO role, or how did that come about?

Latane Conant [00:06:32]:
Not really. You know, I was the CMO of 6th sense, and it's a pretty good gig, honestly, it's a lot of fun. Um, we've got an amazing product that as the head of marketing, you are the Persona. So that gives you a lot of gravitas. I got to hang out with other cmos all the time and do things like CMO, coffee talk, and, you know, and I feel I was pretty good at it. But for us, you know, as you grow, especially if you're in a high growth environment, it's exciting, but at the same time, all of a sudden, everyone's out doing their thing and you all of a sudden have a lot of silos. And we just found that our go to market had too many silos, and we needed to be able to bring it together in a holistic way. And we thought about, okay, do we bring in a CRO from the outside? Um, or, you know, is this something that I am interested in, in taking on? And ultimately, I.

Latane Conant [00:07:50]:
For me, I love six sense so much. I mean, I feel, like, so passionate about the product. And I think that's really important from a career perspective. There's, you know, money, recognition, fun, your boss, all these different things. But I think if you're in a revenue generating role, just really loving the product and loving what you sell is so important. And I have that passion. And so, and I also know our customers better than anybody else. And that was ultimately why I got the job, because, yes, I have some aspects that would say, okay, you can do this job.

Latane Conant [00:08:31]:
But I didn't check every box. And there are a lot of functions that are new to me right now. I know enough to be dangerous, and I'm smart and I'm hardworking, but I didn't check every box with 20 years of experience. But ultimately, our board and our CEO and our product team and the other leaders on the team said, we know that she is so passionate about our product and really understands our customers. And the best way to decilo a company is to rally around its customers. And so that was kind of why I became CRO.

Brandi Starr [00:09:11]:
And I know, you know, I mean, obviously, we wrote the book CMO to CRO. We fully believe that the path that you have taken is the one that all companies should adopt. Or I'll say most, but there's a lot of pushback in the market. Like, I've seen conversations where people are like, oh, if marketing is reporting to a CRO, that's an immediate red flag. Or I'd never, you know, take a role where I've got to report into a CRO and all these sorts of things. And I understand the sentiment because historically, the CRO role has been filled by someone who has just come up through the ranks of sales, and they're, you know, purely sales focused. And so I'd love to hear your thoughts because, you know, you now have head of marketing that's reporting into you, and, you know, she does an amazing job, and you guys seem to have a really great working relationship.

Latane Conant [00:10:11]:
You got asked her? No.

Brandi Starr [00:10:15]:
I've always heard her say positive things, but, you know, and I've seen other people who have had the same scenario, but there seems to be this sort of sentiment that this isn't the way to go. And so I'd love to hear your thoughts, advice, you know, speaking to those, to the naysayers who don't believe that, you know, things should be unified, like, what are the real advantages of bringing the whole revenue team together under one leader?

Latane Conant [00:10:51]:
So I think it's important. Maybe CRO is the buzzword we don't like. Um, because CRO can mean a lot of different things and a lot of different purviews. So I think it's important to, first of all, like, what is the purview of said CRO? Right? Like, like, I hear a lot of CROs that have sales and then post sales but not marketing. And then there's some that have sales, post sales, marketing partnerships, which is how, which is mine. So it's kind of like, I think, and then there's some that honestly just have sales but call themselves a CRO. So, you know, and now people are calling themselves cheap growth and this, that and the other, you know, for us, again, it came back to wanting to decilo the, and I would, I am on the record saying, do not take a CMO job unless you report to the CEO. Like, so I am a naysayer.

Latane Conant [00:11:54]:
I'm a Gemini. So it's like, you know, all the personalities coming out, but, you know, in our particular situation, again, all of a sudden, we had multiple products, multiple geos, multiple Personas, and our, like, complexity and multiple segments. Our complexity got to the point where we just needed that unification. I will say it is a very challenging job. It's a big scope, and sales has a, it's like, it has a gravity of an orbit that just completely pulls you in, and it is challenging. You know, like, when I first started, I'm like, we're going to do a little each day. And so the end of the quarter, you know, we're going to work on our pacing and we're not going to do that whole end to quarter stress thing. That's not my thing.

Latane Conant [00:12:55]:
Like, I'm the kid who studied every little bit every day and never crammed for an exam. And, you know, that's just not my style. So, guys, we're going to, like, make this, you know, big change or whatever, and we have improved our pacing slightly. But I, that was very naive, and I've had to adjust my rhythm to know I can't schedule anything. Then it's going to be insane. And I think as, so you need a strong head of marketing that's going to be able to say, I got this. I can plow through, I can keep these initiatives running because you really can't start and stop marketing. It has to be always on.

Latane Conant [00:13:43]:
So I think that is, that's the concern, I think, about marketing. Reporting to sales is the short versus long term purview. And if every end of the quarter, I called Sima saying, you know, do 55 dinners for, you know, in flight deals and da da da, then we'd have no pipeline. Right. So it's like trying to keep a semblance of balance and understanding. That balance, I think, is, is really critical.

Brandi Starr [00:14:18]:
Okay. And you hit on something. Do you have, so I know you have a head of marketing. Do you have someone that leads each of the functions that are under you, or are you the primary kind of executive for everything but marketing? Like, what's the structure of your leadership team under you?

Latane Conant [00:14:42]:
Yeah. So I've got a head of sales who's awesome. I've got a head of professional services. I have a head of customer success. So each function has a leader. And it's my job to kind of bring them all together and make sure we're all on the same page and things like that. And I will say marketing particular, one of my big criteria was that Sima is on our exec team. So because marketing is strategy.

Brandi Starr [00:15:11]:
Yeah.

Latane Conant [00:15:11]:
Done well. And so I said, I need her to be in the room for our strategy and our planning because, you know, she's the one looking at the ICP every day. She's the one, you know, doing a lot of the win loss analysis, all that market stuff that I think is so critical now she's able to do and bring to the table.

Brandi Starr [00:15:36]:
Okay. And so that, that's a perfect transition into something else I want to talk about, which is the mark market versus marketing and, you know, empowered CMO, you know, I'm a part of the network, the probably best event of the year always. And I think that was two years ago where that was the first time I had really heard the distinction laid out. But, you know, in removing the ing from marketing. And, you know, it wasn't the first time I heard about owning the market and all those sorts of things, but the way that it was presented there as really almost like a whole different role was really impactful in helping me look at the market more and even in having conversations with my clients around what they're focused on. So I'd like, because I know that you kind of accredit that owning the market as a key reason why you were able to successfully move into the CRO role. So I want to talk about that transition a bit. What was the AHA for you that caused you to lean in heavier into removing the ing off of marketing?

Latane Conant [00:16:56]:
So we did a study once a few years ago, and it was all about successful go to market. And what was the rationale? We were basically asking, why are you successful in your go to market? And we had different cohorts of growth. So if you're high growth, what are the reasons? Medium growth, etcetera. And for the high growth companies, the number one thing was product market fit. Not we have great marketing, not our demand gen is awesome, not our sales team is the best thing ever. It was product market fit. And so all these other things are kind of like the meat grinder that you apply to product market Fitzhen, you know, but you can't meat grind your way to tremendous growth.

Brandi Starr [00:17:50]:
Right?

Latane Conant [00:17:51]:
And so, you know, and so that really struck me and thinking about, okay, how do we make sure that we don't lose that, right, that we always have that and we're, you know, we're going to where the market need and the customer need is, and and and it materializes in small ways all through the company. You think about your sales process and implicated pain. It's a lot. It's pretty hard to get to implicated pain without product market fit, right. And so, you know, there's all these things that are just really critical around that. And I think someone obsessing over it collectively with the rest of the executive team is critical, you know, and I think there's a lot of category work in that, too. You know, around, you know, we've pivoted our category multiple times because we said, you know, this is not, this category served us, but this is not where the market's going. So that's okay.

Latane Conant [00:18:58]:
You know, what are we gonna build? What are we gonna buy? How are we going to make sure we're playing in the right category. And those things take time. So you have to really have a decent amount of foresight to make those adjustments.

Brandi Starr [00:19:12]:
And from a, you know, I know a lot of the challenge that I hear people talk about with trying to focus on the market and not the marketing is that they get caught up in. You know, there's a lot of stuff that has to happen with marketing and, you know, with the different initiatives and being, being able to support the sales process and dare I say it, the customer journey and all those things. And so sometimes I have found that people that cmos are trying to get there, trying to make that transition. And the first, I've heard a few challenges, but the first becomes like time and focus and being able to really cause really understanding the customer and the market and all those things, it takes effort to lean in and really hear and research and read and talk to people and talk to customers. And so how did you find the time to do both? Because 6th senses marketing initiatives have, for as long as I've known, been big and been out there and there's been lots of them. So knowing that there's lots of things to have been done, you still were able to really lean into that. And so I'm really curious sort of what was your secret sauce there?

Latane Conant [00:20:40]:
I mean, first and foremost, having a kick ass execution team is huge to make sure you have a team that you trust. But I would say there are some critical ways to get market insights. I think that really following analysts, love them or hate them, it is a kind of, they are, it is very time consuming, but they are the category creators, they're the category makers. And so really understanding, like what, what evaluative research they're going to do, why, what categories they're studying is absolutely critical. So I spent a lot of time doing that and taking their input, which sometimes you don't like, but you know, you need to be able to take it and adjust. You know, the other thing is we do a win loss study. And you know, if you do 20 deep dive interviews, it's a statistical sample. So a lot of times people write off interviewing and want a survey.

Latane Conant [00:21:56]:
But for me, I found that the deep dive interviews are really, really the most valuable. And so, you know, we do those win loss interviews and that boils up. And then the last thing is I would do something called a customer blitz where I would go to a city, sit down and literally in one day meet eight customers right in a row, and I do a couple days of that and, you know, you do those things and all of a sudden you start to have a really good idea of like what's going on, right? Like, and what do we need to do based on that? And so those were some of my tools to use. And then again, on the execution side, you know, it's one thing to know the market you want to be in, but if you want to be a chief market officer, you got to own that market. It's two steps, knowing the market and then owning the market. And so that's where the execution comes in. And doing like really big cool lightning strike type programs. You know, a lot of times you can get really caught up in bits and bobs and like, who cares? You, you know, so just making sure the team is focused around doing some really big cool things versus a lot of dippity do's.

Brandi Starr [00:23:19]:
And that, that definitely makes sense. And I do think, like, I think that's sort of the piece that can often get, I'll say muddy, not forgotten, but is really owning the market and being a lot more purposeful with the initiatives because I do think most marketing teams are doing a lot of things, there is a strategy behind them. So it's, you know, not necessarily just to throw it against the wall, see what sticks, but not necessarily those really specific, I like how you called it, lightning strikes of like big and specific and, you know, point in time in balancing because there is always still some of that like air cover kind of things. How would you say your team is balancing that execution? Like what is just that overall air cover brand building things that are always on versus those more bigger, more purposeful initiatives.

Latane Conant [00:24:19]:
Yeah, and obviously we use our own product for all of this, which is helpful because it helps you with segmentation. So not all segments are created equal either. So what when you think about the market that you want to go and own, what market is that and why? And focusing all of your spend and all an effort, all of your effort on the markets that you want to own because a lot of people peanut butter too wide. So that's another thing is just making sure like is this really the market we want to own? So there's like that lens and 6th sense helps us with that. We also tier our campaigns. So we try to do twice a year one of those big lightning strikes. So think of that as our customer conference. I mean, this is millions of dollars of investment, right? It's huge, it's significant.

Latane Conant [00:25:11]:
And that's a tier one. And so that we work on that every year, all year. The second we get a week off when the conference ends and then we're going on the next year. So, you know, significant. And we try to do two or three, you know, things like that a year. Then we have tier two s, which are like, maybe it's a Persona based blitz, maybe it's a competitive takeout, maybe it's a product launch, but they're somewhat point in time, and those are tier twos. And then tier threes are always on, and a lot of times, a tier two will graduate to a tier three. And what do I mean by that? You know, we partner a lot with sales engagement platforms.

Latane Conant [00:25:51]:
So we're doing, you know, we did a big integration with sales loft. We ran a big tier two around that. And you know what? It's kind of evergreen. Why would we turn it off? Just graduate that to tier three. And it's always kind of working. So as you do more tier twos, they can stay on, so to speak, in that tier three level.

Brandi Starr [00:26:14]:
Okay. Yeah. And that. I think that is a good way to think about it because so often, you know, I've seen people have whole teams dedicated just to those tier one activities, but then they don't get the other stuff done or they're doing so much of the tier two and tier three that they don't really have the capacity to, you know, take on those tier one. So I like that idea of really thinking about that and then letting your tier twos feel. Fuel your tier threes because the work is done. You kind of just pour more budget into it.

Latane Conant [00:26:48]:
Yeah. Yeah. And, of course, there becomes, like a plaque, right. So you got to go and every now and then be like, all right, we can't. This creative is old or, you know, blah, blah, blah. But for the most part, that system tends to work okay.

Brandi Starr [00:27:04]:
And then sort of the last area that I want to hit are the lessons learned. So you've been in the role for quite some time. You know, I'm sure you had ideas. You talked about one in terms of the cadence, but, you know, what you thought it was going to be versus where you're at now. Give me your top three. What are the top three lessons that you've learned that have helped you to continue to be successful since moving into the CRO role?

Latane Conant [00:27:33]:
I think some of your strongest assets are also your biggest weaknesses, and that's definitely true for me. So I think I'm really positive, really motivated. I have a little bit of delusional optimism, and because of that, I'm willing to take on crazy things and big ideas. It served me well. But at the same time, I always think things are going to be easier and faster than they are, and then I get annoyed. So, you know, so that's the flip side, is I'm like, I don't understand why. Like, why is this taking a month? This should take a week. You know, it's like that kind of thing.

Latane Conant [00:28:21]:
You know, that I. Yeah, I don't. Patience for me comes. I'm not good at that. And so I have to just, like, sometimes be like, like it's the right things are happening. It's gonna, it just takes time. But I would say that's like, especially when you have a really big, you know, you're not gonna snap your fingers and everything's gonna change.

Brandi Starr [00:28:51]:
Yeah, I think, I mean, even in small orgs, change takes time. It just, it's for different reasons. It's like you move a little slower because you have less resources and, you know, larger.org, it just takes more time to move all the resources in the same direction. So, you know, change is slow to a certain degree. Okay. So that's one lesson. Anything else that you've learned, you know.

Latane Conant [00:29:16]:
I would say just don't never underestimate, like, your, your team and your, I call them, like, my rider dies. Like, like, you know, there are people that I trust and continue to trust over and over again and pull through for me, and you just have to make sure that you recognize them, appreciate them, keep them close, because that's like, the difference between success and failure is, you know, those people that you can't do a huge lightning strike or you can't, you can't have a blowout quarter without lots of people, you know, doing the right thing, hitting it really hard. So I think that's just, you know, I continue to be amazed and feel really lucky about the people I get to work with.

Brandi Starr [00:30:09]:
Okay. And has there been anything for you that has been especially difficult that, you know, you didn't expect to be so hard, but you found, you know, leading all the, all of the revenue teams.

Latane Conant [00:30:25]:
To be challenging, a lot of context switching. So that's challenging, you know, feeling like there's not enough hours. I think it's pretty, to be honest, I don't think it's the role, this role necessarily. I think it's, anytime you take on a brand new job, the first year is very challenging, and, you know, you come in, you're all excited. You have these huge ideas, you have these huge plans. You're working your butt off because you have this vision and you're so excited to get the vision going, and then it takes a little longer than you thought, and you're still working really hard, and you don't have that operating rhythm quite down yet, and maybe not all the right people in the right place, and then all of a sudden, a year, you're like, oh, my God. Actually, I did do a lot. Like, a lot happened.

Latane Conant [00:31:21]:
And so I try to zoom myself out, and luckily I have a good husband who will say, okay, you're at this month mark. This is what's happening. You're at this. Because he's seen me take on new roles so many times, and he's like, this is the first year. You know, this is the first year. And so I think just knowing that that's going to, going to be the case is important.

Brandi Starr [00:31:47]:
Yeah. And I do think sometimes it is hard to sit with that because you do go in with so much excitement. You see where you can have the impact. You want that impact to, you know, show up sort of right away because, you know, you can. But there is a learning curve, and, you know, a lot that has to happen.

Latane Conant [00:32:09]:
Yeah. And I tend to, like I say, planning is dreaming in detail. So for me, a plan is very, it's. I really obsess about it. I think about it a lot. I write pictures in my notebook, so it's not like, oh, yeah, this would be great. I'm like, no, I've actually seen this in my mind. And the fact that it's not done feels like it was taken away.

Latane Conant [00:32:36]:
And so just like, that urgency, it fuels me, but it also is like, you know, I wanted it yesterday.

Brandi Starr [00:32:50]:
Yeah, I definitely am the same way. Especially, like, if there's a problem, it's like, until I recognize that there's problem, it's like, ignorance is bliss. But then once I recognize there's a problem, my brain starts to solve it. And once my brain solves it, I want that to, like, magically happen. Yeah. And it's like, why are we still doing it the old way? And it's like. Cause that, you know, we don't have the magic wands, so I definitely, definitely feel you there. And so thinking, you know, sort of talking about our challenges is first, just the first step.

Brandi Starr [00:33:28]:
And one thing that I always like to do is to leave people with the one thing, because I do know I am seeing more and more, you know, not in masses, but definitely seeing more cmos follow in your footsteps and take on the full responsibility of the revenue team. And so if, you know, someone listening wants to follow in your shoes, what's the one thing, like if they are considering this career path, what's that first step that they should take?

Latane Conant [00:34:01]:
So a couple things. I think that there are certainly things you can do as a CMO to gain the right skills now. So try to take over the bdRs. There are many sales team, you know, they're, and they require that same rigor as a large sales.org. so that's good practice. Forecast your pipeline. You have to be able to forecast. So being able to look at all the math and call, this is where we're going to end up for the month, for the week, for the year, et cetera.

Latane Conant [00:34:39]:
Super, super critical. And then I think, too, the sales process is really important. A lot of cmos don't think about the sales process, you know, and philosophy, are you med pic, medic, whatever, and what that placemap looks like, because that'll also make you a better marketer because you'll be able to know, oh, in stage five, this is exactly what needs to happen. In stage four, this is exactly what needs to happen. And you can support the process better. But great sales and CS execution is about process and consistency. And so starting to lean into that and understand it, I think is really important. I would say then that's kind of part one, I know you asked for one thing, but then part two, I'm sort of a method actor, if that makes sense.

Latane Conant [00:35:36]:
So when I take on a new function, the first thing I do is I like get really close to the work. And people say, oh, you don't want to be in the, I love weeds. You got to whack the weeds. And so I try to spend a lot of time just getting really close to the work, like what is happening day to day. Show me how many steps it takes to open an opportunity in Salesforce. Well, that seems silly. We can probably do it better. You know, like I just, to me, that's the only way.

Latane Conant [00:36:08]:
And then you should win over the team that way because they're like, okay, she gets it. She sees us, you know, so everybody wants to feel seen and recognized. And I think as a leader, being able to get down to that level of work, then you're like, okay, I see the problems. I'm going to help you. I'm going to actually fix it is just sort of how I roll.

Brandi Starr [00:36:34]:
Yeah. And I think that's sound advice for anyone, even if you're not trying to move into a CRO role. But I just, you know, being able to lead people to lead marketing. Yeah. It is so easy because most of our jobs is very strategic. It is easy to try to stay out of the weeds and sometimes it is important to, you know, get down there, roll around and really experience it because it does help you to be more strategic, see where there are inefficiencies or challenges. So I love that. So I'll definitely take the two things instead of the one thing.

Latane Conant [00:37:15]:
Yeah. Okay, good. Thanks.

Brandi Starr [00:37:18]:
It's always, you know, all the advice is much appreciated. I think I learned just as much from my guests as the listeners do. And so I, you know, I have really, really enjoyed this conversation. So I know you are super busy, so I thank you for taking your time out to join me on the couch today. But before we go, how can our audience stay connected with you and definitely give the shameless plug for 6th sense? As if there's anyone that doesn't know what it is. But I know it's a very powerful tool, so it is always good to share that here as well.

Latane Conant [00:37:55]:
Yeah, find me on LinkedIn. And I would say a lot of people know six sense, but there's a new 6th sense and I think a big part of what we've got to do is help people see the new 6th sense and it's a lot more geared towards generative AI workflow. Being able to have an outbound agent that end to end can work an opportunity or an inbound agent. So really just, we're working on taking our data and not working, but we have taken our data and insights and been able to apply workflows. And so, you know, if you're, if you've reached a pipeline plateau and you can't put any more work in, then call us and, you know, we'll help you a know what matters and is most important to do and we'll help you go and automate and scale it, which is, I think, what everyone wants and needs right now.

Brandi Starr [00:38:58]:
Yeah, I definitely agree that like, you know, scaling is one of those buzzwords I think, that's been banished a few times. But it is really important because I do think, you know, there's been some economic uncertainties and, you know, a lot of people are having to do more, do better with, you know, less resources, budgets, head counts, etcetera. So being able to figure out how to scale and, you know, hit your numbers and those aggressive numbers with, you know, less resources than you had the last time, I think is important. So very, very interesting. I'm going to have to look at how the product has evolved. I think it's been at least a year since I looked at it, and we helped a couple clients go through 6th sense evaluations. So now I got to brush that off and see, see what's new in the product.

Latane Conant [00:39:51]:
Love it.

Brandi Starr [00:39:52]:
Love it. Well, awesome. Thanks so much for joining me. This has been such a great discussion.

Latane Conant [00:39:59]:
Thank you. Anytime, Brandi. Always love hanging out.

Brandi Starr [00:40:03]:
Awesome. Well, thanks, everyone, for joining me. I hope you have enjoyed my conversation with Latini. I can't believe we're at the end. Until next time.