Don't let your energy fall to the floor. Give it up for mister Sangram Vajre. Come on now. 

Dude, awesome. Well, thank you. I thought I'm not sure if there gonna be anybody sitting still at four. So give it up for RevPartners, Brendan over there, Colt Colt, and then, uh, Cassie. Give it up for them. You know how hard it is to put an event together. Like, it's no joke to put an event like this and the caliber of people. Can you just give a shout out to anybody that so far that has spoken and then you're like, man, that person and what they said was amazing. Just tell me who it was and what did they say. Just give me give me some names so far. Come on up. You asked a lot of questions. So who was so far or like, man, that was so awesome. Know that comment about the greatest flexes, less head count. Oh, the next yeah. Flexes, the less head count. Like, everybody's trying to have so how many people are looking for jobs? Stuff. Right? Like, you know, it's a hard market to be in it. Alright. Anybody else over here that was really fun so far that you've heard somebody say? 

I loved Donald Miller and the whole story brand thing and getting your brand tight to just a few words that focus on the person as the hero versus you as the hero? Huge. 

No doubt. Donald Miller. How many of you follow Donald Miller, by the way? Like, it's it's phenomenal. It's been, like, I think, seven, eight years since he wrote his book, and it has literally been the the bible of how marketing is actually done, uh, in many ways. Now how many of you think that you are the hero of solving the problem for your customers? Not after down in the middle of what he said. Right? Like, not out nobody wants to say that. But all but in reality, many times, we do think that we are the hero. We are the one who's solving the problem. We are changing the world, uh, but it takes a lot of humility and and realization that you're not. You're part of the process. You are actually helping them. So I'm gonna try something really different. So if you can't see the whiteboard, you might wanna scoot over, especially if anybody's behind the pole. But I thought after having so many presentations and conversation, we may go a little tactile, Like, a little bit like, you know, uh, figuring out how to how to write things. And what I wanna share with you are like a few frameworks. Um, I'm gonna talk about I'm gonna just write here so I remember three p's. I'm gonna talk about how businesses are built. Um, and as Sean was talking about, like, I've had a chance to build two businesses that are over a hundred million revenue. I kind of learned a few things and have a lot of battle scars. And therefore, I think I can share a few of them thing and I saw a lot of people raise their hand and they're saying that they are in the early stages or building their businesses. I think this might be helpful. The second conversation I had with somebody over here at lunch around the idea of building a community. So I'm gonna talk about what a community really looks like and how we actually use that as of a greatest advantage when we were building our last company. As a matter of fact, community became the moat that actually made our business really known out in the marketplace. I'm gonna do that real quick. So I'm gonna show that framework. The third framework I'm gonna share is the ROI framework. Most of us feel like we know what the ROI looks like in our mind. But we hardly ever ask our customers what is the ROI in their mind for us. And ultimately, that's all matters. So there are different ways to think about it. So I'm gonna share that framework. And lastly, I'm gonna share real quick go to market operating system. Like, I can't go out of this thing without talking about go to market because that's kind of what my background has been and work through that. You guys ready for this? Alright. Alright. Alright. So I have never done this, so you can rate me afterwards on all my drawing skills and everything. But I feel like this we need to we need to learn this together, and this is gonna be active participation. So if you make eye contact, I'm gonna calling on you like you. How are you doing? So we're gonna do that right off right from the get go. So let's talk about the three p. Three p's. So first, every company is in the business of transformation. They're transforming some other some some part of their business and they actually want to grow. But when you really think about a business, you actually think about or have seen it in all of these companies around these three different verticals. We call that problem, market, fit. Anybody can read that? Alright. Product, market, fit, and the last one is platform. Now the beauty of this thing as everybody thinks about this is that everybody thinks it's a straight line. It's net line. If you really look at it, it's always what we call a squiggly line. And here's why. Every transition from problem to product and product to platform actually forces you to think about your business and seeing where it's gonna grow. So for example, I'll talk about Terminus. Um, some of you are you anybody familiar with Terminus over here? Alright. A lot of you. The name is out there. Um, so it's kind of homecoming in many ways because I'm a cofounder of Terminus. And Eric Eric Speth and Eric Vast started that company. It was right here in this room. I was sitting somewhere in the air here over there, and they were talking about this idea of building Terminus. During that time, they were building an advertising agency style company. And I looked at and I told Speth at that time as he's the CEO of the company, I said, hey. Let's meet up. And I said, I think and at that time, I was running marketing at Pardot. We were acquired by Salesforce. I was at Salesforce. And I said, man, I think what you're building, you're talking about advertising to target list so people can upload email list and they he can advertise. That was the business. And PGI and some of these comps companies were our customers. So I met him and I say, hey, look. What if what if we can actually go after and you can show the number of the the name of the account you're targeting? And both Eric Vass and Eric Speth, both of them, since their names are Eric's, I call them Speth and Vass, um, or e two. And I asked them, like, can we build something like that? And here's what they did. They we spent like a day on a whiteboard. We love whiteboards. And we act they actually came up where you can actually see how much money you could spend on a specific account. So if you're going after Visa or if you're going after Mastercard or whatever company you're going, it will show you how much advertising dollars are on that particular account. This was $20.15, and that was pretty revolutionary. Now the reason it worked and it was working and the market started to receive it as we started talking is because we we actually were helping marketers do marketing. Now write that down, the word do is super important. In a problem market fit, when you're building something new, you actually want people to be able to immediately find value in it. It cannot be something that well, if you do something else then here's what it is. For example, at the same time we started the account based marketing, there was another company calling Agio based out of SF, and they raised a lot more money than we did in the early days. And they were doing analytics on account based. Well guess what? If you're doing analytics, somebody has to actually be doing it for long periods of time to see value in it. So as an analytics company, it was very hard for them to to get a lot more customers, whereas we were literally having every single week, we were getting like ten, fifteen, 20 customers because we were helping marketers do marketing. So anything that could is big enough for not think you're in a problem market fit where you're trying to figure out what the exact problem is and the market is big enough for not how many of you are in that? Anybody? Nobody? You guys you're in it? Okay. Well, what what's what is it? What what what problem are you trying to solve? 

Speaker 3:
Uh, how to help food service companies grow quicker. 

Okay. How to help food services companies grow quicker. And who is the buyer? 

Uh, well, CTO of marketing. 

CTO. So so if you're going after a bunch of different personas, you're gonna have to Donald Mills' point, you're you're gonna what? Fail. You're gonna fail. You're gonna confuse. There you go. Well, I'm glad you came here so you could figure out at the end of 04:00 that you're gonna fail. The point is the point is, at this point, you really need to go in and say, is the problem big enough, painful enough, and is the market that you wanna go is the market big enough? That's the whole point of this whole equation. It's it's it's not who got pulse. It's really, is the problem painful enough and is the market big enough? And most of us don't really get this right a whole lot of times. We are just moving on it. So figuring that part out. And that was the early part of Terminus. And then as we moved on to the next stage, which is product market fit, which most of us know what that means is when people are buying the same product over and over time, you can figure out what segment you're in. How many of you think that you're in product mark market fit? Is a b Uh, go ahead, David. 

So our product is a BDC software, 

uh, for MEC contractors, and it helps 

them do more with the uh, for MEP contractors. It helps them do more with less. 

Alright. So software company for for who? 

BDC professionals in the MEP space. 

Did anybody understand that? No. Alright. Plain English. 

So basically, uh, it's construction tech. It's a vertical SaaS, so it's a niche. It's a hyper niche. So 

It's a for construction businesses. And who are you selling to? Who is your buyer? 

The, uh, bid managers. 

K. Who's a bid manager? 

So they they are, uh, I mean, they lead the BDC teams. 

Alright. Yeah. So you're going after a very, very niche market that only you know about. Most people in the room have no idea what you're talking about. Right? But that market understands what you're talking about. And if you can sell more, because I know you guys are growing much faster. You've been building that go to market team over there. It's been fun working with you over a period of time. You are in a classic product market fit stage. Now the biggest challenge and the reason this is a squiggly line is because when you transition from stage one problem to product or product to platform, I'll get in there for a second, most companies die. And here's why. And I had to learn this the hard way. There was a time when we were Terminus was about 5,000,000 in revenue, and we thought we kind of made it. And all of a sudden, we had all these customers, and we didn't know how to service them because we never had a customer success department. We only had a marketing sales department, and we didn't really have. So at that time, we felt like we're we're failing because these customers are asking for support. We don't know. It's taking our engineering resources. And we were in a dip because we were having too many things going on on that side, and we couldn't really go back to marketing and sales because we are supporting the existing customers. We felt like failing. We cannot try to fix that. At 10,000,000, guess what happened? We thought we were failing again. All of a sudden, we have all of these things going on and people our customers were demanding for new things that our product didn't have. So we had to go. We felt like we were here every 5,000,000. We felt like we were failing. As a matter of fact, we were dying. And most times, you might feel like getting from a mill zero to a million might be a big hard. It's it's really impossible of a task, but after that, it becomes harder and harder and harder because you start finding newer and newer and bigger and bigger problems for your organization. And that's when this quickly line happens. In most company, we call it the valley of death. Every transition how is that for an exciting talk? If you want a valley of death, you wanna go from a problem to product and product to platform. Now the exciting thing about my my son is in tennis. So when anybody plays tennis or I've seen play tennis, like tennis fans over here. So you know when when you're about to hit a hit a shot, you have to get a bend down and then kind of go into it, like use the core. I got none of that. You gotta use your core and hit the ball really hard. So it's like that. You're really bending down. You're slowing down. You're figuring things out so you can actually finally go in for the swing, which is what the next curve really comes in. So transitioning from problem to product requires that level of understanding. Now what is platform market fit? This is where the unicorn question makes perfect sense. Well, ultimately, every organization at some point wants to become a platform market fit. How How many of you think you're in platform market? What's the name of your company? Product. Alright. What do you guys do? Buses. But Buy. Platform market fit. Uh, we are adopting by four to 500. Where did these days. Alright. And how many different products do you have? Two. Two. Alright. So and the adoption on the first product is how much versus the second product that you have? One is more. One. You say the the the fascinating thing about being in a platform market fit is that we won you have to want them more than one product. You cannot be in a platform market fit. We were on a pan the the panel was going on over here. You know, HubSpot, most of you are familiar with. They're obviously supporters of this movement. HubSpot started as a marketing only thing, and then they tried to start with sales and then customer success. And now with all of it, that's a journey of platform market fit. Same thing with Salesforce, same thing with every single organization. And the reason you have to do that is for the one beautiful term that we all have to remember and love. This is what that term is. NRR. How many of you are familiar with this? Alright. Without this number, you're always dying. I'm a motivational speaker. Did I tell you that? If this number is not over 20%, I don't care what your other number is. At Terminus, this was our Achilles' heel. This is the part that we were too late to figure out. Even though we had success, we would have 10 x more success if we would have had this number incredibly well. And this is literally showing that not only your customers are staying with you, but they're buying actually more from you. And if that doesn't happen, here is the and here is the sad truth. If it you are at 120% or more, what's happening? Anybody, Mason? What's happening when you're 120% or more? 

Double every five years by adding another customer. 

Double? As a matter of fact, if you do the real math, it's three point eight years. It's not even five. Three point eight years, you will double without adding one net new customer. But here is the part that nobody talks about. What if it is 75 percent? What happens then? Die with the failure. Anybody? What do you think? 

Nose dive. 

Nose dive. You are literally dying every day and just just in order to maybe have six months. So if you have a 75% NRR, that means that you have to double your acquisition, whatever that acquisition is, every single year. Double it. So if you have hundred customers, you need to get 200 customers just to stay afloat. Think about that for a second. You are not only a leaky bucket, you're a dying bucket. I'm just being straight up about it. We had this this thing, and so what we did at this point because we were actually starting to be in this bucket. So we ended up the way to get out of this is either you acquire companies. So we acquired five companies over a period of eight years. And we added these companies because our customers started to say that, hey. This is great. You do advertising, but we need this. We need other features. So we were like, either we're gonna develop it or we're gonna buy and acquire and grow from it. So the way we got around the NRR, right, by just acquiring five different companies that solve very specific problems for our customers. And if you don't get this right, most companies in every one of these from problem to product, product to platform, there is that valley of death. So you're transitioning. You cannot transition, and when you're transitioning, you will dip. And this is absolutely important for everybody to know. Nobody really talks about it because every single chart that you see out there shows that, oh, it's up into the right. Complete lie. No company goes up into the right every single day, every single week. Now you can smooth it out over years. You can smooth it out like you can see SMP as if it has been going, oh, if you invested in SMP, like, twenty years ago, you would be a millionaire. How was going how is that going for you for the last month when you actually had your investments today? So it is really a matter of time how you look at it and how you go about it. So think about the three p's as a lifeline for your business. You learn to navigate three p's, you learn to navigate your business. Sounds good? Alright. Well, give me one one big clap if you like this framework and you can use it. One, two, three. There you go. Alright. I'm gonna move from this framework to one of my favorite things. This is called a community. How many of you are in the business of building and going to market with your community? Like community up here? Anybody up here thinking like community is an important thing for you to grow? Alright. Obviously, rep partners and thing. So here is something that we learn. In the early days, going I'm gonna use terminals because we're at ATV. It's an easier example to use. We were nobody. We're three cofounders. What we're Tech Village with really not a lot of investment, and we're trying to figure out what we're doing. And then we see some of the other folks having a lot more investment. So here's what we did. Here's here's a story that actually started with something like this. I was on a flight from San Francisco to Atlanta. Um, I was attending an event by Scott Brinker at that time. He used to run the MarTech. Uh, if you ever follow Scott Brinker with his big, like, blue Musk cape, whatever is that called with all the dots of different companies. And I was flying down. I was sitting in the middle seat on a fire flight, early stage founder, so wasn't in first first class by the bathrooms, and I had two drunk people next to me. To top it off, the WiFi wasn't working. So now these two people are just having fun and I'm miserable. So I asked I didn't I don't know. I need to keep myself busy. So I actually asked for a pen and a napkin, uh, to the air hostess, and she gave it to me. And so purely out of boredom, talking about boredom like Tim talked about, I was just creating and drawing this funnel and and well, this funnel, really. I was drawing this funnel and saying, man, everybody talks about this. You get, like, lots of lots of leads at the top. You get 1% of the leads are turning into customers. Man, this sucks. And I was sitting next to two drunk people, so I was in a mood of, like, just bashing anything that I could possibly think of. So I'm like, this sucks. Like, this this does not make sense, but we all this is all we knew. This is how every single CRM, every single marketing guy, every single thing was about this funnel. And I just, out of complete boredom, flipped it. That piece of napkin, I wish I had it, I threw it out, but I flipped it. I flipped it and I said, what if what if I'll use Howard Schul's, uh, favorite word b to b. You heard him like he loves b to b. So I'll in the world of b to b, what if what if we knew who we are talking talking to so like we can identify? In b to b, can we not identify who we are going after? Right? How many of you are in b to b? How many of you are actually doing okay. So this might be applicable to to most of you. Can we not identify those people right? What if what if we started to to expand the number of people? Because, you know, in b to b, there are multiple people who are buying. What if we actually expanded, um, the number of people we're talking to? Like, you were saying that I wanna talk to the CTO, the marketer. Like, what if we can actually reach out to multiple people? What if we're able to then engage engage with them on whatever channels they they were on, like YouTube or LinkedIn or Facebook or whatever they are on? And what if we are able to turn them into more of the advocates where they will talk about us in the marketplace? What if this was a reality? See, on a five hour flight, that's a long time, and I didn't have chat GPT in 2015. So I actually wrote a blog post, and I put my first blog post, so you can still go look at it, and with this idea that what if literally, the title was around what if what if there was a better way to do b to b marketing and sales? What if the funnel that we knew for last two decades was upside down? What if it was like this? As I landed, I wrote that and I published it, not knowing what will do what will happen. And you know what? It went viral, meaning five people read it. This was 2015. '5 was a big deal, guys. So five people read it, and one of them actually texted me back and said, hey, you should do an event on that thing. I'm like, what event are you talking about? Who's gonna come like, you from South South Dakota? Like, doesn't make any sense. So he's like, no. No. No. You should do an event on this. This makes a lot of sense. So I said, okay. We'll do an event on it. So I went out there and reached out to five different comp uh, tech companies and saying, hey, I'm gonna do an event like this, what what RevPartners is doing over here, and would you sponsor? And you know what they all said? No. I'm like, why wouldn't you do it? It's it's a great event. Don't you see the idea? It's so awesome. They're like, why would I why would I come to a Terminus event? Like, it doesn't make any sense. So I had this bold idea. You wanna hear that? I had the bold idea for $8, I bought flipmyfunnel.com. And then I reached out to them thirty days later by putting flipmyfunnel.com website and said, hey. Would you sponsor an event called flipmyfunnel.com where you get to come and do a keynote on challenging the status quo of marketing and sales? There is no catch except you can pitch your product, but you can talk about any and everything around how the world of marketing and sales is gonna change. This is 2015. Guess what? Every one of those 10 people said what? Yes. Yes. I learned a big lesson that day that people do not want to actually be behind a product. They wanna be part of a movement. They wanna be part of solving that problem. And since then, with Flip My Funnel, just using this as a visual aid for people to see the picture of success, what it could look like. We didn't even have a product to support this. At Terminus, here's what we did. This part of the funnel. That's all we did. We did not identify. We did not expand. We did not turn into advocates. We actually engaged on one platform, which is display advertising. That's all we did, but we had a big idea for people to get behind. And every time folks will do that event called flip my funnel, we did that, and we would sell 25 to 30 deals every single time. And we and and we'd got so good that we actually invited all of our competitors to come and speak. Now how many of you would invite your competitors to come and speak at your own event? One maybe. That was the best thing because when we invited our competitors as a matter of fact, there's a company out of Sweden who who actually did not do account based advertising. I convinced them that you actually do. So I turned them into our competitors so they can actually come to our event and talk about the changing world landscape around it. As a result of that, guess what? It was fully sponsored. Every one of the sponsors was driving their own people to this event because it was done. It was not just happening in one city. We ended up doing 20 different flip map funnel events across North America everywhere. They we all kind of went to all of these events. So every two two months or so, we did these events. Guess what? Media started to come to this event. Analysts started to come to this event, and it became a real thing, so much so that it became a magic quadrant item. And they said that after five years, that flip flop was one of the key reasons why this category even exist. So what I'm sharing with you guys is, you know, how much it cost us to put that event? Any 

guess? $10. 

You got it. Say it loudly. 0. 0. So if you're saying that I don't have marketing budget, my teams are smaller, I can't do it, I don't wanna hear none of that. You got AI. We didn't have work now. So in 2015, we were we have to do this the old school way, and it worked. And if it worked then, it will work now because the first principle still exist. So think about this idea. So big sentence that I love, I used it all the time, I'll if you want, write it down, is that without a community, you're simply a commodity. Let me say that again. Without a community, you're simply a commodity. Nobody gives a crap about your tech. Just the truth. They wanna solve problems. They wanna be part of their career growth if you can be part of their story. The best part of my highlight of my career has been people who are having ABM in their job title or having agencies like Mason's agencies all about, uh, ABM. So you should talk to him. There's a certified partner. There's, like, yeah, like, there's a Chris over here who's running six marketing. You should talk to him. They do a lot. Like, that's the best part because there's a whole ecosystem of millions of people actually implementing this thing where we actually wear a dot and nothing more on the backs of a community. So don't underestimate the power of community and the movement that you can build. Alright? You like it? If you like it, give it one, two, three. Alright. Here is the third one. This is the most underrated framework of all times. It's called the ROI framework. Now how many of you think that you know what the ROI of your product is? You make eye contact. I'm gonna ask you. Nobody's looking. Like, this is really terrible. This is terrible. Alright. Alright. I'll I'll give you visuals. Okay? Um, how about this? Alright. So imagine this. Okay. Imagine you are man, this is I should have asked somebody to come draw for me. Um, this is these are imagine these three has three different zones. And what you're really looking at at at the highest level is saying that what kind of business you are and how your customers are looking at your business. So at the top, think about yourself. Either you your business actually gives you attributable so your customers will say, you know what? If I put a dollar in your product or service, I get $3 back. Or you're you're a transformational where you're saying, you know what? If I use your product or service, it transforms my business. What is an example of a transformation business? AI. AI. AI is transformation. Nobody's asking for what the ROI is. Right now it's in the transformation bit. Absolutely. You think about, uh, like, CRM, like Salesforce and HubSpot, like, is anybody asking what's the ROI of that particular product? For the most part, people are saying I need to see other one and do my business. It's it's ultimately in the transformation attributable phase. The other one and this is what we call the winning zone. This is where you get to set the price. You get to set the tone. You get to change the world because you can create business and you can actually go and say, hey. Look. If you put a dollar, you'll get $3 back. People would put money in it. That's what advertising and everything did it. Transformation was, hey. If you use, it will change you the way your teams works. It it will change the way you do business. That's when transformation happens. The second part, this is what we call more on the competitive zone. This is tough. Competitive zone, in this zone, you are more or less trying to be a necessity. Can I spell it out? Necessity? Can I even say it? Um, or at this point, you're saying, you know what? I'm a necessary or what's the other one? What is something that you are you're trying to do? Like, with AI, a lot of people are doing like an efficiency. How many of you are in a necessity or efficiency business where when your product is used, you actually provide this? See a bunch of hands. You guys are in a competitive zone. What you're gonna experience more than anything is ankle biters. They're gonna come in and try to get in your product and your service. And most of the time, you can't even set your own price because the market has already set the price for what kind of service you are. And tell me if I'm wrong on this one. But this is what our research shows, is that when you are in this zone, there's nothing wrong with it. You just need to know. That's where you are. You cannot set the market. The market is set by the winning in the winning zone. And the last zone, what we call is a muddy middle. Again, as part of my motivational speak, this is where companies go to? Die. Die. Thank you. So if your company, if your business, if your ROI in your customer's mind is like, I don't know. It's nice. You guys are nice I mean, I love Harvard Shultz, but if somebody said to me, you're nice, I think they're gonna kill me because that's I don't know the nice part. I don't know if it actually works in b two b where you said, hey. You you the people I talk to are very, very nice. But if the product doesn't work, you're gonna be kicked out over a period of time. Right? So the muddy middle is where companies truly go to so if your ROI in your customer's mind is like, I don't know, That's not gonna work. That's the muddy middle. That nothing goes well in it. If you wanna build a business, you wanna be in the winning zone. And the reason when we did this research, this was so important because as a tech industry, we have lost the trust of our customers. Anyone who says any any website out there that says that we give you a % ROI, how many times do you see that? All the time? How many people trust that actually that is true? None of us. So the attributable part, there is no trust out there in the marketplace. So if you are building a business, the reason when we did this research was super fascinating, then you can have a successful business if you can build a transformation. So if you can go in, you can make a lot of money if you can transform. That's where services business is big. One of the big areas of research showed showed for us is that right now is the time where software as a service is a dying commodity. Hear me a laugh. Right now, the time is such that the software as a service is a dime command commodity. As a matter of fact, what's rising is the service as a software. So any of you who are building a services business, how many of you are building a services business right now? It's actually the most highest growth right now because you know what? We we heard about this earlier today. Uh, I think, uh, Rachel talked about it, where people are looking for outcomes. And if you can provide an outcome and if you use technology in the back of it, AI or whatnot, that's totally fine. As a matter of fact, our research shows that in the next twelve months, every single company is gonna have their own internal chat g p t. So imagine if you're a CEO, founder, or any marketing sales, and if you wanna say, well, how many leads were there? You would just go and ask chat g p t. You wouldn't Slack anybody and wait for them to send you a report that nobody understands and everybody's confused about. You know, there was a book written a long time ago called Who Moved My Cheese. Anybody read that book? That is the reality in most businesses. Like, hey, where is my lead? Where is my account? Who did that? In next twelve months, nobody's gonna remember what tech you use. In next twelve months, in your organization, doesn't matter where you are, they're gonna look at it and say, hey, I have hey, this segment and where we are showing this particular ad, uh, what's why is this happening? They won't ask what is happening. The questions will be why this is happening. So every single company is gonna have their own internal JGPD. So this ROI framework, the number one action item for all of you is to doesn't matter what you think about it. You need to ask your customer and your website should reflect that. So if your website today reflects an attributable ROI and that's not what your customer shows, that's one of the number one reason why you may be failing right now. If you are in the necessity or efficiency play, nothing nothing wrong with it. But remember, you are in a competitive zone, and at the competitive zone, you're you cannot set the price. The market has set the price for you. And if you are in the muddy middle, that's where you go to. I am so motivational today. But this is important, folks. You guys with me? Because without recognizing which stage of the business you are in problem, product, platform, how do you think about it without recognizing that you can actually build a great business by building a community with zero dollar investment, a hundred million dollar outcome, that is a reality. This this is where we started. Termina started right here, and you can get your customers to understand what the ROI of your customer is. You can change the game for your business. These are absolute practical things that we have lived through in the last five, ten years, and most people artificially hype up on this. Don't do that. Your customers are too smart. They know if it's not attributable. Don't lie to them. They will figure out. Figure out what type of ROI it is. Alright. Here's the last one, and this is by far one that that we use and we talk about all the time. We call it the go to market operating system. The GTM operating system has effectively eight pillars. I'm not going to draw a single one of them for you because there's a lot to write if I did that. But what I want to share with you is that every single one of the pillars and the way I think most of you will have a book at the end and a, um, uh, QR code so you can download it and you'll get access to the course. If not, just DM me and I'll send you an access to the course to it. But the whole thing is the answering this question that was horribly wrong. Here's the question everybody asked. See if you can repeat the words that you see. Is that a good question? Question mark? Okay. Now I oh, how can we grow? Yeah. That that helps? I I understand. I understand. Is is let let me make is this better? Like, just get it. Alright. This is by far the worst question you can possibly ask. Anybody can tell me why? 

Speaker 2:
It's not you. 

Speaker 1:
It's not about your customer. Part of it. Part of it. What what else? Vague. Who said that? Vague. Why is it vague? What part are we trying to grow? What part? Okay. Anybody else over here? It's not about value. It's not about value? Part of it? Katie? 

It can also be asking how should we grow so that you can grow a lot of ways, but is it the right growth? 

Is it the right growth? I think that's that's the key, the right growth. The better a better question, and that's what the go to market operating system, we have these eight questions that we ask every company to be clear about. If they can be clear about it, you can actually make a huge difference for your organization and your customers. And here's the question. Where can you, going back, like start with that, grow? I'll take the question mark off for you for a second if you're okay with that. And you add these two words. Let me put the right kind of question mark for you. Alright. Read that up loud and clear for me. How can you grow the most? There you go. There you go. The reason is this question pulls everybody together and saying, what is where where can where can we grow the most? Not like I can build this feature or that feature or we can go after this ICP or that ICP. That's no longer the question. Reality is, is this a profitable segment to go after? Would we have a higher gross margin if we do this? Would do we have teams to support this thing? Because if you wanna go that debate is so important in the organization that without that debate, everybody is just talking about this question. And I have done that mistake for twenty years. Every time, I would think, man, that's the smartest question. How can we grow? I thought that was brilliant. It's the worst possible question we can ask. There are eight questions that the go to market operating system has that you all will will have access to it once you do the the course and everything. The reason is if you can answer as a team this question clearly, and remember the words clearly, not certainly, Because the only thing certain in life is what? Debt and taxes. Debt and taxes. My man. Everything else, you're just making a bet. Just the reality of it. So if you can get imagine this imagine this. Our our research showed this big time. 68% of the people, so like Howard Schultz said, that means everybody. 68 per I'm gonna use that all the time. Like, 80% is everybody. That's cool. Like, you know, 68%, to me, that's everybody, says that if I can get my executive team to line up on the same bets, we will have a higher chance to hit our numbers. The biggest reason companies, when we did the survey, they said they can't hit their numbers because they don't know if they should actually focus on that bet. And, therefore, they were a little bit not taking their % of their shots. They didn't know if everybody was gonna be there for them. So they were struggling with that, so they didn't do that. So one of the big reasons we do and that this is one of those eight questions, I wanted to go deep on that one because if you can get yourself and your team answering these eight questions right, clearly, it doesn't have to be, like, perfect. It doesn't have to be the this is the way, but everybody needs to be going the same direction. You can change the outcome for your business. And there are, like, certified partners, like, again, Chris over here from six marketing and Mason over there who are go to market OS certified. They can actually implement this operating system and these kind of things in your organization. And a lot of you can get certified in it like Donald Miller. Like, we certify folks too that they can actually implement in their organization. So if it's your organization, you can get certified and implement it yourself, or you can be a fractional and implement for other organizations. Get this right, and you would be golden. How did that do, by the way, on just whiteboard? All good? Alright. Right? There you go. Thank you. Go more than one clap. I'll leave you with just one last thing, and we'll take any questions if you have time. If there's anything I've learned in the world of go to market, it's simply this, that being intentional, being in way more important than being brilliant. Being intentional about building a community or asking a question that is super intentional or recognizing what part of the three p framework you are in, problem, product, or platform, or which valley of depth you're actually navigating your team through, if you can be intentional, you can be aware of that's where you are, I think things are way better. If you try to be, which I've tried several times to be brilliant about it, it hasn't worked. A team that is intentional is 10 x more outcome driven, and you will see better results than a team that is brilliant, where they all have great ideas and you go nowhere. So with that, thank you so much for being part of this. Awesome.

Sangram's Slide Deck Presentation