What Makes a Great Marketer? Right Thing, Right Place, Right Time
Brad Rinklin, CMO at Infoblox, shares what makes a great marketer better than the average marketer.
[MUSIC]
Welcome to Pipeline Visionaries.
I'm Ian Faiz on CEO of Cast Me In Studios.
And today I'm joined by a special guest, Brad.
How are you?
I'm very well Ian.
Thanks for having me.
Excited to have you on the show,
excited to chat Pipeline, chat info blocks,
your background, everything in between.
And today's show is always brought to you by our friends.
I qualified, you can go to qualified.com to learn about the number one
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Brad, first question, how did you get into marketing?
Well, I went to school for marketing.
Ian Blayback in the late 80s, early 90s,
did a double major marketing in economics.
And then I went right from there, right into technology training in sales.
Nothing to do with marketing.
And was in that role for maybe about 15 years,
carrying a bag, boater-bearing sales rep,
focused in on technology, product.
And then one day, my boss, who was then head of sales
and then became the president of the company, told me one day,
hey, by the way, I'm moving you to marketing.
So I had no choice.
I went in and focused in on a role that he wanted me to work within marketing,
to help the sales and the marketing teams work more peaceably.
And so obviously, something that we always face as marketers is the small
chasm or large chasm, depending on your company between sales and marketing.
That was my job.
And that was my first throwaway into it.
And I loved it and stayed in marketing ever since.
So this was 2003, maybe, when I got that little reassignment into marketing.
And now you carry an even bigger bag called, pipe.
That's it.
That's it.
It's the burden that we all carry on the back.
But it's a fun way.
That's right.
So flash forward to today.
Tell us what it means to be CMO of Enfield Blocks.
Listen, I've got a great team.
It's head of a block, so we're charged with some interesting business
challenges.
We are a 25-year-old networking giant when it comes to DNS, the DNS management,
the 5,000-pound gorilla, if you will, in the marketplace.
And I have always been known as one of these pioneers in the DNS space.
And in the last four or five years, we added a complete, separate security arm
to the business
where we focused in on DNS security.
So from a marketing standpoint, we, as the total global marketing team, product
marketing,
digital marketing, field marketing, partner marketing, the BDR team, corporate
marketing,
and the ops team, we're all focused on driving the awareness and demand for our
product, which is not well known in the security space, which is leveraging DNS
as a security
tool.
And so we're constantly driving the business around security as well as
maintaining and
growing the networking side of the business without having a completely
separate messaging
platform and a demonstration platform.
In fact, just recently, we really focused on bringing the two messages together
and uniting
the concept of networking security.
And that's been working really, really well.
So every day we wake up, we're trying to drive pipeline on both sides of the
business
and it's all possible to drive pipeline where we're combining the two products
together
and selling it as a full solution to investment.
Let's get to our first segment, the Trust Tree, where we go and feel honest and
trusted,
you can share those deepest, darkest pipeline secrets.
Tell us a little bit more about info blocks customers and who you're selling to
It's always a great place to start the buyer themselves.
And I think we are very, very focused on making sure that we're continually
refreshing, updating,
expanding our buyer persona research.
And we really have two major buyers.
We have a network buyer, buys our networking product in quite obvious, the
security buyer,
the buys our security product.
But there's another person in there, really interesting dynamic of, I don't
even know
if you would call it influencer.
I actually call it a non-buyer.
And that is a cloud ops.
Cloud operations is a part of it that's really obviously been growing quite a
bit over the
years as companies start to leverage multiple cloud service providers, AWS,
Azure, GCP.
And for networking, there always is a buyer that's buying the DNS system to
manage the
on-prem enterprise.
But cloud architects are buying services to be able to deploy applications and
workloads
into the cloud.
And in that process, they're actually making a passive decision to buy the
Amazon Microsoft
or Google cloud DNS system.
It just happens to be one of the things that they click on the checkbox to be
able to get
their workloads deployed.
They don't care what it is.
They just need to be able to click the button and go.
So it's a very much a passive decision.
But that passive decision has big implications on the growth of our product in
the enterprise.
And so we have to take into account that particular persona as we are thinking
about
messaging and positioning among the overall buyer audience, the network and
security.
So those are our three buyers.
Those are the ones that we focus on the most.
The security buyers, as you can imagine, within this space are inundated.
It's daily with security companies who are trying to get their dollars spent
and trying
to add their technology to the company's security architecture.
And there are just so many players out there.
The market is so saturated.
And we're bringing to market a solution that is very unique, actually, nascent
to the security
buyers.
We do a lot of education, a lot of evangelization of what our security strategy
is for what
our solution actually does.
On the networking side, like I said, very well done.
For them, we're just trying to convince more and more of the companies who have
not yet
made the purchasing decision to move away from leveraging something like a
Microsoft
DNS that comes from Windows Server to move to enterprise solutions.
That one's a little bit different of a motion.
We're constantly looking at those two buying audiences and seeing what things
are changing,
the ways they're making the decision, the places they're doing their research,
the overall
buying center and who's involved within that process.
One of the triggers that makes them wake up every day and say, "Okay, it makes
up any
day and say, 'I need to make a change here.
I need to go buy a solution.'"
We're looking across three major GOs that we focus in on and sell to and seeing
if there
are differences between the GOs, differences in between some of the trends that
are driving
the decisions that are out there and then adjusting, once again, going to
market our
messaging, our demand generation strategy.
Yeah, and the other thoughts on the buying committee overall or how you
approach that,
when you know you're talking about such a complex big sale.
Yeah, it's interesting because there's not a huge amount of data that we have
seen where
the networking and security team are working together in a buying committee.
It's starting to happen.
It's hopefully something to grasp about that's starting to happen that will
ultimately be
a trend because they're so intrinsically connected, that network and security.
But for many reasons, the two departments, even though they're maybe role
within the
CIO, the department's almost have that chasm between those two and almost not
adversarial,
but this is our law and say, "Oh, our law, that's your law and security."
That mentality.
We have to think about how to approach that complex of a buying committee and
either try
to get the other team to help influence and be a part of and buy off on a
solution like
ours before we actually do the final sale.
Otherwise, we'll get blocked or it'll delay and prolong the selling process.
We have to think about that.
Like I said before, I'm that non-buyer, that cloud architect.
If we don't focus in on the things that they worry about the most when it comes
to what
our solutions do, they'll block it as well because all they want to do is go as
fast
as they can.
They don't want extra process or delays or controls that are going to mess up
what they're
trying to do.
As long as we can make sure that they are of the understanding our system
targets, they'll
not add into those challenges or friction into their process, then we should be
okay.
That's what we're constantly trying to do is that education, bringing them in,
giving
them a better understanding of how the symbiotic relationship between the two
products can
actually help each other, help the other team actually do their job better.
That's really been the secret of where we're actually seeing success.
How do you organize and structure your marketing work?
It's relatively traditional.
I've gone back and forth over the past 20 years on growth, marketing, is it all
demanded
in one area, gotten hub and spoke, I've tried everything.
It's the size of a company where I can embrace the elegance of simplicity.
We have a field marketing team.
That field marketing team takes care of all field marketing, but also partner
marketing
within the global board.
I have a digital marketing team that focuses on everything digital, including
the website.
They own the website.
We're in the middle of looking at how we can involve the overall information
architecture,
the interactivity of that website, but that's that team.
All the digital campaigns, everything rolls under them.
I have a product marketing team, the vast majority of the content that we
leverage as
our quote unquote "bait" in our inbound content marketing strategy is produced
out of that
organization.
Corporate marketing team has your PR and your AR, creative team, editorial, it
's all under
that group.
I have a BDR team.
It's obviously in between the demand that we're creating and ultimately the
meetings
that we're studying for the reps.
I have an excellent operation team that I rely on more and more every single
day.
There's advanced marketing operation team that I've ever had, which is amazing
to be
allowed.
I have an evangelist, something that I have had in years past with a little bit
larger
of a team, but this evangelist happens to be kind of the rock star of DNS.
I wrote the book, quite literally, back, remember that rep roll I talked about
back
of the day when I was a sales rep.
I had to read this person's book before we could actually start selling.
Just fast forward 20-some-mind years later, and this person happens to be on
the team.
It's a great intricate loo.
You put them in front of a customer or prospect and they're all struck.
It's great to have that kind of secret weapon.
That's the group.
Product marketing, our digital demand generation, the field marketing team, ops
, corporate
marketing, VDR team and the best.
Modern marketing team.
There you go.
Any other thoughts on your overall marketing strategy or how you think about
things?
Sure.
When I think about modern marketing, it really focuses on trying to maximize
the amount
of inbound demand.
Where the ultimate goal we're trying to achieve is to do that.
I always think about it analogous to flyfish.
You're a flyfish.
Oh, of course.
Of course.
Right.
I love fishing.
Right.
It's funny because I always use bait fishing and fly fishing very different but
very similar.
But I always like the concept of flyfish because there's this concept of
matching the hatch.
You've mastered the hatch.
Oh, yeah.
Right?
Can I interrupt you?
Yes, please.
I have a blog post that I wrote on this.
Probably, I think almost 10 years ago at this point, that probably is the exact
thing that
you're saying.
That is like the fly fishing event that went fly fishing in Montana.
And I was in sales at the time and I laughed and I was like, "Wait a second.
There's this analogy there."
Absolutely.
Well, that's it.
That's the way I look at it is you've got to figure out what is a fish you're
fishing for.
You've got to figure out one of the flies that are actually flying around at
that particular
point in time that the fish expects to be sitting on the surface of the water
or some
cases under the water.
And you've got to be able to match that hatch.
You've got to be able to match the fly to the fish at that particular stream.
And I think about it the exact same way.
That buyer persona, understanding the buyer and all the research that you do is
through
the research of that fish and where they are on that journey is kind of where
the seasons
are.
It's sometimes that same exact fish and that same exact stream separated by
five months,
completely different fly.
It's the same concept of if the buyer is early in the journey versus the buyer
is late in
New Jersey, the content has to change.
It has to adapt to what they're trying to do in the decision making process.
Are they trying to de-risk the decision or are they trying to just simply
research and
see what's out there?
And so very, very focused on that concept where content is the bait and making
sure that we
can get the most effective content in front of the buyer.
It's a one-to-one relationship, one piece of content for one buyer at whatever,
at one
point in time, there would be in that journey.
So we're actually trying to do a lot of advancements in our tracking and
understanding of how
the content is actually working and be effective within that process and
tweaking things and
figuring out if we need to refresh something or accidentally new, but it's all
part of
our belief that the right content, the right to the right buyer is going to
generate.
And once again, that interest, that demand and engagement.
So we're always trying to measure overall engagement across the personas that
we're
looking at.
And so that drives our in-depth, that drives that engagement.
And once we get them engaged, then it comes down to keeping them along until we
can get
them that point of wanting to talk to our BDR.
And so that content can be in the form of actual content, PDFs, eBooks, video,
interactive
or it could be field marketing events.
And we have been experimenting a great deal on trying to find creative
engagements, content
or events, owned events where we can get those prospects as buyers truly
engaged with our
product, with our people.
We believe that the people we have selling, we have marketing are sharp and we
're going
to give the customer confidence in the company they're going to be working with
, hopefully.
And so whatever we can do to be creative and stand out from the crowd.
There's no such saying as a one-size-fits-all.
Unfortunately, there's not.
That'd be so awesome if it was.
But even the United States, right now, East Coast in-person field marketing
events, killing
it.
West Coast, nobody wants to show up.
So we're now like, it's just so weird.
And so we're like, okay, well, we don't want to just fight it.
We'll go along.
So we were doing more virtual on the West Coast.
And it's working, we're getting a great deal, more engagement that way.
But we just always have to be looking at the data to see what it's telling us.
And to once again, the needs of the prospects and the audience.
Well, I'm going to have to spruce up my match, the hatch, the blog post.
And maybe Brad, we can work on it.
I'd love to.
I can co-author.
Yeah, I'll give a super quick version of my take on that.
So I went fishing with three friends and we, there were three different guides.
And one was very aggressive, one was very like very professional.
And the other one was like, not the best guide.
One guide, basically the whole day, fished one single fly and the guy didn't
catch anything.
The second guy fished a few different flies, but was very like, was work every
single
part of the stream.
Very meticulous.
And he caught one fish.
And my guide, like we trudged up the river, you know, like a quarter mile, went
right to
the spot where he's like, I know they're here through like five times with one
fly, didn't
work, switched out.
We switched like five or six times.
And then finally found the fly that was, was the right one.
And then we caught like 10.
That's it.
And then we trudged up the river and like go find a new spot and go trudged up
the river
and find a new spot.
And it was just like the ultimate marketing sort of sales analogy where it's
like, you
have to be in the right place.
You have to have the right thing that they wanted that particular time.
And then you got it.
You got to just do it over and over and over and over again once you once you
know that
that's the right thing.
And, and you know, if you just take all day trying the same thing, it's just
that you
can beat your head up against the wall.
And in marketing terms through a good money over bad, you know, the movie, the
river runs
through it.
And like Brad Pitt as a young actor, remember he was, he was out is, you know,
his brother
was just, you know, false casting, looking at him, you know, looking at his
brother,
looking at Brad Pitt and walk around trying to catch, you know, flies with a
net.
What the hell are you doing?
You know, open it up and looking at the flies in his hand.
That was really doing.
He's looking, said, all right, let's see here.
What's what's working?
Yeah.
Yeah.
We did.
I'm sure all everyone's like, okay, enough.
Yeah.
But, but this is, I think this stuff is really, it's really interesting because
I think it
speaks to a broader, broader, just like a way of thinking about things.
So yeah, our, our guide is like the super famous guide and does my buddy's dad.
But he's like a very, very well renowned guy to Montana.
And he had this like big, it was like a big metal screen and we walk out and he
's like,
he shows it in the ground.
And then he's like, all right, guys, just kick up a, kick up as many rocks,
walk through
the river and kick up as many rocks as you can get.
And then, and then we're like, what is he talking about?
And then, you know, we do that and he picks up the screen and then all the
little bugs
that were all kicked up from all those rocks are sitting in this screen.
And then he lays each of his different flies on there and you're like, and you
're such
it.
I mean, this, he's, yeah, but that's what you mean, right?
It's like, whatever is, is happening at that given time, he's like, oh, well,
this, the
caddis fly is, is in, yeah, it's in larvae.
So yeah, exactly.
Do what I do.
That's exactly.
Yeah, it's a large stage.
And then, yeah.
And then once it, once it hatches, it's going to look like this and it's going
to land
on the water like this.
And you're like, I never knew that there was so many intricate.
That's it.
But I think it's a great analogy for marketing as you say.
Well, I think, you know, what makes a great marketer, you know, even better
than an average
market, it's the same concept.
What makes the two, two fishermen go on the, on the lake, they have both have
the exact
same rod, the same reel.
You might even have the same same bait.
What makes the one just ripping fish out left and right?
The other one doesn't catch anything at all.
It's the same concept.
You've got to, you've got to understand the behaviors of the buyers that you're
selling
to and the market that's out there and what else is out there trying to steal
their attention.
So it's always a good note.
Well, yeah.
And I think one of the other things, one of the things that was most
interesting to me
about that was that he was explaining and he's like, a fish is only going to
waste calories
to go eat something that it is worthy of eating calories.
So if it's grasshopper season, they're not going to want to go waste calories
on some
other stuff because they know that there's a bunch of grasshoppers around.
That's what they're going to, you know, the bigger fish are going to, you know,
you know,
do that sort of stuff.
And I always think about that from a marketing perspective of like in the sort
of calorie
intake way of like it's wasting someone's time, right?
It's like that person's not going to go schedule a demo with sales.
If they are ready to get harassed by sales for the next six months, right, they
're just
not going to do it.
So like it's going to be huge pain.
What are the things that you can give them that are the right amount of
calories at the
right time where it's like they don't want to have this like huge commitment to
go, you
know, to so they get hounded by a sales rep for a long time.
What is the easy drinking beer that you can give them that they can just have
every month
or so or every week, hopefully, over the course of the next six months and then
once
they're ready to hit the sales button, then they're ready to talk.
Talk Turkey is this.
And that's, you know, and that's one of the other aspects is, is those little,
you know,
in your analogy, the beers, right?
Every time they take a sip and they like, you know, this is an ambient beer and
every
time, but that every other week or whatever, the, the frequencies, like every
time they
take a sip of that beer, they'll be like, yeah, it's a really good beer.
At the end of it, they're going to be like, Hey, when I go on and buy a case of
this
stuff, I'm going to go to this company.
I know it.
I've interacted with it.
I know I like it.
And there's that concept of a marketing standpoint, don't underestimate the
small interactions
with your brand.
Even if it's just one visit to the website to get an answer to that, I need to
give to
their boss.
And if you can get that answer into the right answer that's helping them at
that time, then
then they build this little, little bit of trust and they keep doing that, like
building
that trust and building that trust up.
You know, pretty soon when it comes to a buying decision, they're going to,
they're going
to trust you.
They're going to trust you.
They're going to, there's congruence, right?
This congruence in the interactions.
It's the same way with, uh, with your social interactions.
And this is, I see this all wrong all the time.
Everyone is always trying to pull people off of social instead of creating
things that are
meant to be engaged on social.
We make all these podcasts.
And whenever the video clips, you probably is like, oh, that's a good teaser to
try to
get them to listen to the episode.
I'm like, I literally don't care if they listen to the episode ever.
But if they can just get the information in that little video clip in that
minute and
30 second and go on with their day, like that's what I would way rather have
like, take a
sip rather than be like, come and subscribe and do all this stuff.
Like, I really don't care if all they consume is just the newsletter.
Like that's right.
And I think that just so many people want to like suck them back into the
vortex instead
of just like deliver the value right there, right then and, uh, and just be
happy with
that small engagement rather than just like making every single thing push
towards a
demo.
It's the concept, you know, the funnel of the funnel is so, you know, so tall
that you,
we got to be, um, valuing the people that are just coming in the tip, tip top
of that funnel,
uh, as much as, you know, the middle and the bottom of that funnel, because,
you know,
if we do our, we are to a job to raise marketers, the right percentage will
actually end up
down at the bottom when it comes time to make that, that buying decision and
forcing, you
know, part part of what we're trying to do is obviously maybe, you know, expose
pain
that they may not, you know, realize they have or, or educate them on value
that they
could be realizing if they bought our services better.
That's just part of the marketing process, but to accelerate somebody who says,
you know,
what, I kind of make a decision.
Like I need, I need to buy a solution to help me with this particular pain
point.
And if the very first interaction that happened to your company user, you're
like, Hey, what
can I do to get you in this car today?
You're just going to turn, turn off, you're just going to turn off.
No, they need their time.
They need to percolate.
They need to, they need to kind of really interact and truly understand and,
and, and feel ownership
and the ultimate decision instead of feeling like bombarded with mess.
Okay, let's get to our next segment.
The playbook.
This is where you talk about the tactics that help you win.
What are your three channels or tactics that you're uncuttable budgeted.
When it comes to overall, um, marketing mix, when I look at, you know, look at
what we're
doing, we truly do have a mix and it does change a little bit, depending on
where we
are in, in our company stage.
For instance, a year and a half ago, we didn't spend a lot on, on brand and
brand awareness,
because when I was three, it was the same brand that had been for the last 20,
some ideas.
Did it refresh?
And we need to spend a little bit more on that, on that brand.
So we do have some brand, uh, brand market, not a large number.
It's not worth, we're not out there.
Um, but it billboards up one at one or, or not, but we certainly are spending
more time
and, and thoughtfulness around the words we're using and where we show up right
now digital
inbound.
Um, that's what we're trying to drive.
Our digital marketing budget can't change.
I can't cut that if, uh, if, if we were, you know, you know, just keep the
lights on,
mentality.
Um, digital would be the last place I, I cut.
It is the most scalable and cost effective means for us to be able to get
interactions
and engagements into the model.
And once again, there's varying levels of cost, depending on that channel.
Um, you know, syndication, you know, cut us.
And, and audience aggregation and things like that.
But at the end of the day, that's one that we, that we really want to, uh,
continue to
push up.
Number two are, are field owned events.
That's an area where, uh, I wouldn't want to move because that is getting most
of the
time face to face, uh, intimate engagement with buyers, um, as well as
customers and,
and the more I can bring those two audiences together so they can talk to each
other.
Uh, because we have a product that our customers are rating fans of, or they
could be my, my
marketers, they can actually help sell the product for them.
And so that would be, you know, another area that, uh, that I wouldn't want to,
what I
cut the last channel would be, um, the work that we do with our partners.
Uh, partners give us a force multiplier.
There's also sometimes give us, um, credibility in audiences that we don't have
, you know,
either credibility or, uh, a reputation in front of, right?
Sometimes those partners are value resellers, sometimes they're just, they have
disties,
distribution distributors, or, um, in more recent times, we're working more and
more with
cloud service providers and the sellers at those cloud service providers.
So aligning to their sales plays.
What are the most important things in their list of sales plays that they're
doing, you
know, going out there and what can we do to help them with those numbers,
bringing our
two value propositions together.
And even though we're, we're the big gorilla in our space, you know, in the
grand scheme
of things, we're, we're, we're not even a billion dollar company sitting next
to Microsoft,
Amazon, Google, and others.
I mean, we're, we're, we're getting pull gravitational pull from their brand.
And that's a, that activity is extremely important.
So, um, the part, the partner marketing and partner motions are, are always
extremely
important and have been my entire career with them tomorrow.
Yeah, it's so important.
It's so, so important.
I love that you brought up partner marketing as part of this.
I think there's just so many ways to do it right and so many ways to do it
wrong that
I think it's just a lot more challenging, but finding those really good
partners that
are selling to the same person that can cut your, cut your stuff in half, your
costs
in half for a campaign is, is brilliant.
You touched on digital, you know, for the first one, how do you break down
digital?
What is digital to you and what are the different components?
Well, digital campaign, you know, obviously webinars is a big, a big means for
us to,
to get out there in front of our customers.
And we do a pretty regularly scheduled process.
We do our version of podcasting for the security marketplace and do a great
deal of that.
We have another video, our blog that we produce that brings to the great
audience and the
work that you're nurturing them.
We do a lot of content, so the case on third party sites that are, are the
fishing holes
for, for our customers to do research, right?
The trusted areas for them to work on their, you know, the research for our
type of solution.
So we're doing a lot of, a lot of work that way.
We still do, you know, obviously a great deal of always on campaigns and, and
in nurture
campaigns that are very effective.
And we've been getting some good luck with, with an ABM, a kind of a cross-
channel ABM
program where digital takes a portion, field takes a portion, BDR takes a
portion, sales
takes a portion, and then we, then we stay very, very connected through the
process to
drive engagement with those, those identified accounts that we want to target.
Yeah, and, and how do you think about your website?
Well, you know, I think first of all, the site itself is, is the front-door map
of our
company.
It is generally the first impression.
I mean, this kind of, the world is flat world.
People, you go to website and interact with our brand for the first time,
generally, right
there on the website.
So we want to make sure that we're always putting our best foot forward.
Looking at what content is on there, what are the words, what are the, how
fresh is
it, you know, there was a point in time where it wasn't being freshened.
Are you in our homepage?
So you go to a homepage, you know, five weeks and a row, it's exactly the same
homepage.
And we started seeing engagement, but of course, we imagine that.
We're out of full on this.
So we, you know, so now we have a constant decision to always be creating kind
of that
fresh and new piece of reason why people want to come back.
We think about the site in the concept of journey as well, right?
We have two buyers, the security, the network.
What is the hook on the main page for the security buyer that's in, in that
kind of awareness
stage of the buyer and buy and journey?
And what is, you know, the piece and hook that's going to be focused on the
networking
buyer and their awareness portion of the journey?
Where is that driving them?
And then also what, what about in the consideration phase?
What are we doing, you know, for those, those same two buyers independently on
the, on that
base?
And so we're, we're looking at those journeys.
When all those journeys working over the way we mapped out the journey within
the website
is it working?
Do we see that actually playing out in the, the click stream analysis of the
website?
So doing a lot of work on, on, on that aspect.
And then, you know, recently we're really considering other, other things, like
looking
at how do we step back and go, okay, our website, you know, is, it looks modern
It feels modern.
It isn't like we have, we haven't thought about it with the fresh eyes of 20,
23 or 2024.
We certainly haven't leveraged, you know, concept like AI to play around with.
How can we make sure the website morphs based on customer, you know, industry
or the, or
the visitors industry or the geo that they're coming in.
And can we have information if they are a registered user that we can make sure
that we're
trying to present?
Ideally, what we believe they want to see in the very first page and then
engagement.
So we're always trying to figure out ways to make sure, not just keep an eye,
you know,
selfishly as a market, you say, we want to keep them on our website as long as
they can.
It's a B2B website.
They're not going to spend nine hours on our website.
But we want to make sure that the maximum, right, he's like, it's not going to
happen.
But we want to maximize the value and the effectiveness of the website visit to
whatever
visitor that comes in and make sure they could, you know, get the information
to the content
or the answers they need within the most minimal amount of clicks that they
lost.
It is the biggest driver of engagement and demand out of all of our channels.
And therefore the most cost effective overall, cost relief.
All right, let's get to our last segment.
Quick hits.
These are quick questions and quick answers just like how quickly qualified
helps generate
pipeline, could a qualified dot cardinal or more quick hits?
Bratter you ready?
Let's go.
Lighten you around.
Hidden talent or skill.
It's not on your own.
Uh, fine woodworking.
You have a favorite book podcast or TV show you, you recommend being brought up
in a
military family.
I gravitate toward a lot of the special forces books and whatnot.
I love Goggins, big fan of his, but all the way down to Jocko Willink and I
just got
through reading Avril McRade and wisdom of the bullfrog.
Fantastic book.
Highly recommended.
Great leadership.
If you weren't in marketing or business at all, what do you think you do?
Something outdoors or something in the woodshop?
What is your best advice for a first time CMO?
Don't be afraid to fail.
Don't always assume people are questioning you and wondering why you're in the
role.
Everybody has imposter syndrome, that first assignment.
Have confidence and to say, this is what I know and this is what I don't know.
And be very open to show the data and your stakeholders.
Brad, so awesome having you on the show.
Thanks again for joining for listeners.
Bradinfoblocks.com to learn more.
Check out their marketing and net your teams to go try a demo.
Brad, any final thoughts?
Last thing, we didn't really cover it, but I talked a little bit about our
marketing
apps scene, but we're getting a lot of value out of empowering all the way down
to our
individual contributors.
Build marketers or BDRs when I'm with their own personal dashboards.
I know exactly how they're doing and the impact they're having on the marketing
engine as
well as even marketing source bookings.
They can see everything from version rates in between sales stages and
marketing stages
all the way down to they wrote a piece of content and this is how it's
performing and
it's been really impactful.
It's very empowering.
Oh, that's awesome.
Brad, great having you on the show.
Thanks again and talk to you.
Hey, my pleasure again.
Thanks a lot for having me on.
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