Being Right vs Being a Good Partner

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Welcome to Rise of RevOps.

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I'm the in-phase on CEO of Cast Meon Studios.

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And today we are joined by special guest Renee, how are you?

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Great. How are you? Thanks so much for having me in.

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Thanks so much for joining the show.

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Excited to chat revenue operations at

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Rutterstack chat your background and everything in between.

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So let's get to our rev opening here.

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How did you get into RevOps?

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Oh my gosh, I have not heard that pun before,

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but that's a great one. I'm not to use that sometime.

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I got myself too apparently.

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Probably like most people in RevOps,

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I got here sort of by Kinesis,

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but I got into RevOps via partner operations.

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So when I started my career,

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I was in sort of a product management role at

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Cisco where I was responsible for a number of

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applications that the partners in

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Cisco's ecosystem leverage.

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From there, I went from a very large company to

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a very small startup at the time.

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I joined Bolt, the checkout company, Bolt,

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to lead their partner operations from there.

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Based on a number of projects I worked on that role,

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sort of expanded into supporting partnerships and SDR

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and then later sales as well.

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So sort of a standard sort of sales

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off scope of work at Bolt.

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And then from there, I've sort of found the opportunity

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via some folks in my network at Rutterstack

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to lead their RevOps operations function.

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And when I met with the team,

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it ended up being what I thought could be a great fit

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for the next step of my career.

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- Yeah, what's your definition of Rev new operations?

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- So I've been interviewing folks for my team

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for a little while, so I have this spiel down

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in terms of what RevOps means at Rutterstack.

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But I think of RevOps as the team that's responsible

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for providing the go-to-market functions,

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be it sales, SDR, partnerships, marketing

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with the insights, processes and tools

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that they need to be successful at their jobs, right?

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So whether it's a forecast or an impact analysis

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to all of the sales processes and handoffs between teams,

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how do we qualify leads to then all the tools

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that enable those things to happen

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in a systematic, formulaic and measurable way.

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- And then what does your team look like at Rutterstack?

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- A RevOps team is a team of three, so myself

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and then we have someone focused particularly

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on sales operations, so supporting SDR, sales,

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and then sort of all the sort of one level outside of that,

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right?

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How does sales interact with customer success?

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How does SDR interact with marketing?

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So they're responsible sort of for that full stack

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of functions, insights, processes, systems

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for that functional area.

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And then we also have a member of my team

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who's an analytics engineer focused on more detailed

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analytics around marketing attribution

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or product activation insights, anything from our install base

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of a free or paid customers that might indicate some propensity

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to buy or spend more with Rutterstack.

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And then myself, obviously sort of over all

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of those functional areas as well as providing support

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for the marketing team, in addition to obviously

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that sales focus.

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- How does Rutterstack go to market?

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Who are you selling to and what do y'all do?

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- Rutterstack is a customer data platform.

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For those of you not in the space,

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that is Rutterstack provides data pipelines

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that enable you to take data and insights and usage

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from your website or your application

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and send it into your warehouse.

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And then from your warehouse, maybe you can run some DBTs

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or analytics on that data and then send it back

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to either those applications or another source.

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So for a RevOps person, right?

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We do use Rutterstack at Rutterstack.

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We might send someone does a demo request on our website.

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We'll use Rutterstack to send that form submission event

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into Salesforce, use Rutterstack to transform that

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into a lead and create a new lead in Salesforce

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and sort of route that to the SDRs

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through a sort of more traditional SAS tech stack process.

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And then throughout the course of that customer's journey

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with us, as they use our application

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or engage with our website more,

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we'll also retain all that data in our backend.

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And maybe we have a lead scoring model, right?

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We'll use a reverse ETL or we'll send that data

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from our warehouse back in the Salesforce

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to give our go-to-market teams some more insight

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on that person's propensity to talk to us.

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So that's what Rutterstack does in terms of who we target

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and how we go to market.

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We're selling primarily to data teams, product teams,

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heads of marketing rights of folks that want to take the data

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from their customers or potential customers

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and figure out how to use it to drive additional revenue

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or serve better experiences to their customers.

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So we're looking at selling into more technical teams

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a lot of the time.

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And then I think maybe the first part of your question,

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which I'm answering last is sort of how do we go to market?

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So we've recently started doing outbound a lot more.

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So that's one component.

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I think we have a significant amount of inbound traffic

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that we get.

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There's a lot of content that Rutterstack will put out

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in terms of the data space.

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Rutterstack has a top data engineering podcast as well.

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So we'll put out a lot of content.

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Webinars, things like that, that drive inbound interest

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and then leading to demo requests and app signups,

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which is sort of that last go-to-market funnel for us.

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We have a freemium model, right?

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We have a free product.

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You can sign up for Rutterstack today

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and send about 5 million events per month for free.

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So we have a number of users that sign up, try it out

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and either quickly approach that limit

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or are interested to learn more

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and get in a conversation with an expert on our team

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and sort of engage and start the sales process that way.

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- Love to see that.

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You all have a thriving podcast.

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It was great to see and video series, I might add.

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Coming to this role, I'm curious,

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like over your first six months, like,

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how did you approach sort of getting your head around this,

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like where you were at as a company in this RevOps duties?

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- So when I joined, and this was the approach that I shared

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as well when I was interviewing for the role

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and with a whole new set of problems and challenges

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and opportunities, you really need to understand the way

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that everything works today to make it the way

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that it should be, right, or go from point A to point B

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or from zero to one in the case of joining

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sort of an early saved startup.

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So what that meant for me when I came in

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is understanding the way it is, right?

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So who are the key players, people, teams, customers,

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and then what are they doing, right?

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And what are we trying to achieve?

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So you gain that perspective from talking to all

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of those stakeholders and learning what their priorities are,

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what their targets are, and how they're trying to get there.

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So when I joined Rutter Stack, we had, I wanna say,

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with there were three AEs, there was the Head of Sales,

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there were a handful of folks on the marketing team,

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there was one person running customer success

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and managing all of our customers

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and one guy in partnerships and no SDRs.

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So it was pretty easy to get to know all the people

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and understand where they were coming from.

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And then it was a matter of learning all the processes.

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For me, we use Rutter Stack at Rutter Stack,

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and that's not something that I have any experience with

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on the marketing operations side, right?

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For us to get the leads from our website

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enriched and into Salesforce, folks use Marketo

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or Partot or Parto.

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So learning that from a systems perspective

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is definitely something new for me.

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But yeah, I think just getting to know the people

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and the priorities, and then if you have some context

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for how systems work, right?

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It's not rocket science.

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You can sort of quickly build a framework

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and start to deliver some impact pretty quickly.

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All right, let's get to our next segment here.

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Rev obstacles, re-tuck through the tough parts of RevOps.

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What are your Rev obstacles?

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What's the hardest RevOps from you've had to face

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in the last six months?

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- So I think the hardest challenge

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or the biggest challenge that we've had

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from RevOps perspective at Rutter Stack

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has definitely been going true zero to one for our SDR team.

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That's everything and structuring compensation

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to giving them target accounts,

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figuring out how to align eight years with SDRs

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and measure that performance

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and as well as kind of all the systems

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and tools that they need.

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So the challenging part, I think, was doing that all

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within a very condensed timeframe of about two months.

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So if you think about within two months

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going from having no SDRs to having a team of about seven folks,

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all with no tools to start off with, right?

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So didn't have some info.

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Outreach wasn't really optimized for SDRs.

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There was no AESDR alignment concept.

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Up until that point, we had one inbound SDR

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who had since been promoted into a commercial AES role

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and her job day in and day out was just fielding requests, right?

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So when you scale a team thinking about

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making sure everyone is fed

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in terms of having enough leads to work,

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enough accounts to work

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and that you can measure their performance, right?

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Whether it's from a compensation perspective

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or just understanding what's working and what's not working.

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And I think what we found very quickly

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and I think fortunately to have that we had a number

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of those systems set up to be able to measure

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how things were going in terms of conversion,

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in terms of meeting being set or not set

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with particular target stakeholders,

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open rates and reply rates on outreach cadences,

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we were able to find out pretty quickly

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what we needed to change.

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- How do you balance supporting sales marketing

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and customer success together?

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I don't know, you haven't talked to a ton about CS

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as a function, so I don't know how much of that

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you're looking at being in charge of revops

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or yeah, how do you break it down?

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- Yeah, so on the CS side,

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we have someone who's focused on strategy

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and opposite sits within CS,

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but on the system side and I think on the insights piece,

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we do provide a lot of support, right?

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This customer success team recently launched with game site

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that they're familiar with that

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as a sort of like Salesforce for CS, right?

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So we help with that Salesforce integration,

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working with consultants to get that accomplished

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as well as the handoff process between sales and CS

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and then forecasting for CS as well.

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So we do support the teams on the system side

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and then obviously as they work with other teams

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at Brutterstack.

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In terms of how we prioritize,

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I think there's only so many hours in a day

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as I think any revops person can sympathize with

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and understand there's always more stakeholders

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and you have time to help.

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The way that I prioritize it is thinking about

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what is gonna be the most impactful to the business.

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So if we have a really short pipeline month, right?

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And there's a number of projects

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that might help marketing improve conversion.

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That's what's gonna be prioritized, right?

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So if you think about, you know, at the highest level, right?

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The whole company, they're the whole revenue organization

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is aligned to whatever that number is

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for the end of the quarter or the end of the year.

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I think no matter what stage of a startup you are

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or even company, I think everything sort of boils down to that.

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So when you sit in revops,

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you do have a unique perspective on how all of those

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different elements of go-to-market will impact

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that final number at the end.

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And then the second portion of that obviously is,

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is thinking about hiring and scaling your team, right?

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And how you build that leverage

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and how you make a sort of a justification to hire.

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So that's also where, you know,

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we're focused on growing the team

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so that we can get all the teams in love

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in terms of rev-op support.

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- Do you have your biggest revoops moment

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of the past year or something that you messed up

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or you were like, "How geez, we probably should've done that?"

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- Rev-oops, oh my gosh, these puns are killing me.

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As I think anyone who uses Salesforce will know,

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you should always have a dedicated integration user

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for all of your integrations for a number of reasons,

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which basically means that the application

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will communicate with Salesforce

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through a particular account.

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So we had our RutterStack instance connected to Salesforce

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through my personal Salesforce account.

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When it came time for a password reset,

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those credentials were not refreshed

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and RutterStack automatically.

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And it took a few hours, which is, you know,

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a few dozen leads in our case

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and then that went over the weekend actually.

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So, you know, a few business hours,

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but a few days worth of data

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where things were not flowing into Salesforce,

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leads around MQL and because of that sort of

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that credential issue.

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So there was a quick resolution,

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but I think what I learned there is, you know,

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when you're an early stage startup,

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you do a lot of zero to one things where you're like,

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okay, this is fine now, right?

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We're trying to save money.

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So we're not gonna buy additional Salesforce licenses.

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You get to a certain point where you do need to invest more

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in process involving the recommended setups

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for all of your applications

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that you can't just hack everything together.

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So that was a good moment for me to sort of take a step back

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and evaluate how we had set everything up

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to make sure that it would scale.

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And then we went back and updated a decent amount

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of configurations as a result of that

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and have not had a similar issue.

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But I think that was a good learning for me certainly.

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I love it. That's a great one.

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Such a good point that when you're building

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from the very beginning, you know, act like you're big

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'cause otherwise it'll come back to bite you.

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I think about it all the time.

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All right, let's get to our next segment, the Tool Shed.

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We're talking tools, spreadsheets, metrics, stuff like that.

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Just like everyone's favorite tool, qualified.

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The B2B Tool Shed is complete without qualified.

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Go to qualified.com right now and check them out.

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What's in your Tool Shed Renee?

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- Qualified is the most recent addition to our Tool Shed.

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So we do use qualified for our marketing site.

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We're evaluating adding it in the application as well

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on certain pages.

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We'll use that for conversational marketing

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as well as insights and signals for our outbound team

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and our account executives, right?

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And it's been very impactful for us so far.

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If I want you to list out sort of the big players,

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I'll start at the top of the funnel

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where we use Rutter Stack, right?

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So Rutter Stack is what we use to get our leads in

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from our application, from our marketing website

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and sort of track as well all of the interactions

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that those sort of de-anonymized folks have with our website.

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So in the same way that qualified, right?

13:54

When someone puts their email address

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into the qualified bot, you're always able to tell

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that that person coming back in the future,

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we do the same thing on our marketing website, right?

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So if someone gives us their email in a demo request

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or to register for content marketing webinar,

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we'll cookie them, right?

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And we'll track how that prospect is engaging

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with our content going forward.

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We'll actually also use Rutter Stack to instantly enrich those

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or near instantly enrich those with Clearbit.

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So qualified also leverages Clearbit.

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So we do have a good consistency,

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at least in terms of MQL logic

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and how we think about what a qualified versus unqualified

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lead is between qualified and our marketing site.

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Over-arching as well, we leveraged Tableau

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for a lot of the usage insights, analytics,

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just different go-to-market roll-ups.

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So yeah, I think that's like the tool belt

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for us at Rutter Stack.

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- Love it.

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What metrics matter to you?

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- Metrics that matter to me.

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I mean, I think the most important one is our ARR number, right?

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We obviously have that big,

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I don't know if I can say it on the podcast, right?

14:56

But we have the number that we're tracking to

14:58

towards the end of the year

14:59

that's sort of net of everything, right?

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So net of churn, net of self-serve sign-up, upsells, right?

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We have a number we're trying to get to.

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So that's top of mind for me and for everyone.

15:08

I think the most important metric now

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that we have as a growing startup,

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in its earlier stages, it's all about pipeline, right?

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And how are you building pipeline for us

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to hit the even bigger top line number next year?

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So it's not just pipeline ARR.

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In fact, pipeline ARR is probably the least important metric

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to me because no one knows how big a deal

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is gonna be when it comes in.

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But the ones that I care about most now,

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certainly our conversion metric.

15:32

So all the different slices and dices, right?

15:35

Whether it's what was their first touch,

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what were all the touches that that person had,

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how many of, is that the first person from that company

15:44

that we've seen for the second?

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Just looking at how all those things impact conversion

15:48

so that our traffic continues to grow.

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And as we invest in that top of funnel,

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how do we make sure that we're converting

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as much possible into pipeline?

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- If something's not working from a pipeline perspective,

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how do you notice that?

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What's an example of something where you notice

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where you're like, yeah, that doesn't look right?

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- If you think about traffic or a number of meetings

16:09

or anything like that, those finite numbers,

16:13

don't always tell the full picture, right?

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'Cause you can spend a lot more in advertising

16:18

and certainly you could make that a percentage rate, right?

16:21

Of traffic versus your spend.

16:23

But where we are able to identify those issues

16:25

is by looking at the conversion rates

16:27

and what we did, what we actually did notice

16:29

is we had an issue with how our site was showing up

16:33

in organic search that was preventing

16:35

some very high intent traffic from finding our website, right?

16:39

So we did notice that the conversion rates

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from that particular segment of direct traffic

16:46

just nosedove, right, for a few weeks.

16:49

And we're able to diagnose certain partnership

16:51

with different organizations at RutterStack

16:53

and that does show up very quickly, right?

16:56

Because it's a conversion from traffic to inquiry.

16:58

So that's sort of that first indicator

17:01

and we're able to resolve that within a matter of days, right?

17:04

Once that was identified.

17:06

- Are you a spreadsheet person?

17:08

- I would say I'm a spreadsheet person, yes.

17:10

I don't know how many people say no to that question

17:13

when you ask.

17:13

- I think we're probably, I don't know,

17:16

I think we're like 50/50 around there.

17:18

- Oh really, okay.

17:19

- But you had people who like love them

17:20

and then people like, I can't do it at all.

17:22

So what's your top three spreadsheets or favorite ones?

17:26

- Like that I use day to day to run my business or team.

17:31

So I would say-- - Are you gonna

17:32

sign to that?

17:33

- I don't know, you're a fantasy folk artist.

17:35

- Yeah.

17:35

- I don't know.

17:36

- Oh I do, I can talk about that one first.

17:38

That one is that I do have a spreadsheet

17:40

that is how I draft.

17:41

So what I do is, 'cause I don't follow football

17:44

and all that I'm very competitive

17:45

and I do know my spreadsheets.

17:47

So what I'll do is I'll take the top three analyst drafts

17:51

whether it was PPR or standard or half PPR, whatever that is.

17:54

I'll find the top three most recent

17:56

and I will give each player using sort of just

17:59

a simple VLOOKUP, right?

18:01

I'll return all of their draft picks, right?

18:03

So if Jonathan Taylor's picked first in each of these drafts,

18:06

he'll have a three and then I'll sort it

18:08

in ascending order by the position

18:11

and I will pick the top available.

18:13

So that's a good spreadsheet for me.

18:15

I think the other, yeah, so that's my fantasy football hack.

18:20

You do need to know Excel to accomplish that.

18:24

But that's one I think the other sort of big spreadsheet

18:27

that we use which is sort of a master sheet

18:30

is the forecast model.

18:32

So looking at a number of different input metrics

18:35

and sales assumptions,

18:37

there is a relatively robust monthly sales forecast

18:41

that I built at the beginning of the year

18:42

and then we sort of did a read forecast exercise mid-year

18:45

although we were within 5% accuracy

18:48

of the original forecast.

18:49

Certainly second half obviously,

18:51

the world was very different in January than it was in June.

18:54

So it's more of an outlook adjustment, right?

18:56

Going forward, but that's another big one, right?

18:59

So if we think about are we short on pipeline?

19:02

What does that mean for the next five, six months, right?

19:05

If we didn't have a great August,

19:07

how's that gonna impact December?

19:10

So that's a spreadsheet that we referenced a lot

19:13

at RutterStack and we're still at the stage, right?

19:15

Where we'll do this planning in spreadsheets

19:18

at some point, we'll move out of that.

19:20

And then I would say the last one is probably,

19:23

this isn't really a spreadsheet, it's a Tableau dashboard,

19:26

but I think Tableau dashboards are just spreadsheets

19:29

with a nice UI, pivot table with a better UI.

19:32

As a go-to-market scorecard that we have,

19:33

which is essentially, we ETL everything from Salesforce

19:37

into RutterStack on a nightly basis.

19:39

And so it makes it really easy,

19:41

a lot easier than Salesforce reports and dashboards

19:43

to interact with, to build a great visualization

19:46

that sort of shows what our revenue build is to that number,

19:49

what our performance is to the quarterly goal,

19:52

how close are we to 100% renewal,

19:55

who are the top SDRs, where are leads coming from,

19:57

what's the pipeline?

19:58

And it's basically a snapshot, right?

20:01

That the whole company actually looks at.

20:03

- I love it, that's great.

20:05

I think the fantasy football one's probably my favorite,

20:07

but you know, they're all great.

20:09

- Well, you probably need to use it

20:13

within the next two days if you're gonna.

20:15

- No, I wish I had it two days ago,

20:17

but you know, here we are,

20:19

sitting there with terrible running backs.

20:21

What are the blind spots that you have

20:24

or something that you wish you could measure better?

20:27

- Yeah, so I think the biggest one that we have,

20:30

and we're working on sort of filling that gap

20:33

is attribution for leads, right?

20:36

Now that we have so much content going out,

20:38

we're seeing folks before we have a pipeline opportunity

20:42

have three or four touches, right, with us,

20:45

where that becomes pipeline.

20:46

And probably a few more than that, right,

20:48

before that opportunity becomes closed one.

20:50

Not to get too technical, but up until very, very recently,

20:54

we had not been using that campaign member object at all,

20:57

right, which is such a nice way to track all the touches

21:00

for a particular person.

21:01

Using Rutter Stack, we were updating the lead source, right?

21:04

So we had a very robust set of data in Rutter Stack

21:08

in this sort of very, very large sort of beast

21:12

of a user journey table.

21:15

And being able to translate that into something

21:16

that's a little bit more actionable for someone like an SDR.

21:19

So figuring out how we translate that

21:21

into something that's more consumable

21:23

for the go-to-market users, right,

21:25

who aren't gonna query this table and snowflake.

21:28

So the way we're doing that is leveraging campaign members

21:31

and giving that insight to the folks that are using it,

21:33

because of course, on my end,

21:35

and with the help of our analytics engineer and the team,

21:38

we can do very, very complex attribution models

21:42

and all of that stuff.

21:43

That doesn't really help an SDR

21:45

who's gonna talk to that person,

21:46

or an AE who wants to know the three webinars

21:49

that they attended.

21:50

So that was a blind spot for the stakeholders, certainly.

21:53

And it's something that we're actively working on,

21:55

improving and delivering now.

21:57

- Any other tool metric or dashboard related thoughts

22:01

for you to our next segment?

22:03

- You know, there's so many tools that do require,

22:06

that do, where it does help to have all of your sales

22:08

for Stata in your data warehouse, just like full stop.

22:12

If that's all you need, Rutter Stack is something

22:15

that's great that you can use probably for free,

22:17

I would say most people that use it for a B2B use case,

22:22

which I assume is most to the audience.

22:23

You can set up a pipeline from Salesforce to Rutter Stack

22:27

in less than five minutes and get everything that you want

22:29

in terms of the objects just synced over

22:32

and you can have that refresh on a nightly basis.

22:34

That makes it really easy if you want to have

22:37

any sort of complex dashboards or do any sort of joins, right?

22:40

That just aren't possible really to do within Salesforce.

22:44

- Okay, let's get to our next segment.

22:45

Quick hits.

22:46

These are quick questions and quick answers.

22:48

Are you ready for that?

22:49

- Yes.

22:51

- If you could make any animal any size,

22:54

what animal would it be and what size would it be?

22:57

- I'm trying to think about an animal that is in nuisance,

23:00

that is very large, that I could make no longer a nuisance

23:04

by making it smaller.

23:05

Like maybe I would just make bees even smaller,

23:07

just like really, really, really tiny.

23:09

- That's a good one.

23:09

- For like mosquitoes, really, really small,

23:11

so that you don't even feel them biting you.

23:14

- That's a great one.

23:15

'Cause if you made like mosquitoes microscopic,

23:18

then it wouldn't really matter if there's this size.

23:21

- Yeah, exactly.

23:22

Then you'll mosquito bites, you wouldn't even see them.

23:25

- Do you have a biggest rev-ops misconception?

23:29

- I think the biggest rev-ops misconception,

23:32

I would say like is just that rev-ops is Salesforce admins

23:35

and it's deaf.

23:37

I'm not a Salesforce admin, so therefore,

23:39

that is a misconception.

23:41

But I think it's more than just Salesforce management

23:44

and I think that as the space continues to evolve,

23:49

at one point, there was probably just the Salesforce admin

23:51

that worked with the Head of Sales.

23:53

And now as I think we have such a,

23:55

and it's not just the tech stack that's growing complexity,

23:58

but it's the go-to-market analytics layer

24:00

and the focus and sort of what those analytics

24:04

can do to inform strategy where rev-ops

24:06

is a lot more complex than just administering tools.

24:10

So I would say that's what I would think

24:12

that misconception is.

24:13

- What would your superpower be?

24:17

- I would think I would like to pause time

24:20

and just work or get things done.

24:23

I have a wedding coming up in a month.

24:25

So there's, I just wish there was 48 hours in a day.

24:29

I'm sure my stakeholders also wish that I had 48 hours in a day,

24:32

but I think that would be the most

24:34

what I would take, right?

24:35

I would just, just to have more time.

24:37

- If you had a question for the next guest,

24:40

we don't know who that is yet, well, we know,

24:42

but you don't know who the next guest is.

24:45

- A fellow Rev-Opper.

24:46

What's one thing that you would ask them?

24:48

- I would probably ask them, I was on a panel recently

24:52

and this is something that I am curious about

24:55

at any org is how have you set up your PMO, right?

25:00

Your project management and how do you communicate

25:03

to your stakeholders and how do you intake requests?

25:05

Something that is, I think really challenging

25:09

at a remote company as well as one that's gone zero to one

25:13

and now you're going one to five is establishing

25:16

those processes and driving that all being remote.

25:20

So yeah, curious about how they manage work intake

25:23

and prioritization and communication

25:24

with all their stakeholder groups.

25:27

- What's one piece of advice that you have

25:29

for someone who is newly leading a Rev-Opper team?

25:33

- Ask questions, listen, and don't try to come with an answer.

25:37

I think any ops person who is successful

25:41

and has made the transition

25:42

from maybe being an individual contributor to a leader

25:45

has probably as an IC gotten to be successful

25:50

by being right and by delivering value

25:53

and building something cool.

25:54

When you get to the stage of your career,

25:57

if you want to get to this at that point, right,

25:59

where you're leading and your perspective needs to not be

26:04

about being right, it's about being a good partner.

26:07

And sometimes that means being wrong

26:09

or doing something or enabling something

26:11

or building something where you think it might not have

26:13

the desired outcome, but you might need to do it, right,

26:16

to be a strong partner.

26:17

So I would say it's switching from being right

26:20

to being good partner.

26:21

And just always keeping that in mind

26:23

is you have conversations and make decisions.

26:26

Don't have an I told you so type of mindset.

26:28

- Or just shrink a bunch of mosquitoes.

26:31

- Or just have that.

26:31

Everyone will certainly be happy with that

26:35

if you deliver that.

26:37

- Renee, wonderful having you on the show.

26:39

That's it, that's all we got for today for our listeners.

26:42

Go check them out.

26:43

That's obviously you've heard a bunch of cool stuff

26:46

about RutterStack, but go to RutterStack.com

26:48

to learn more.

26:49

Any final thoughts, anything to plug?

26:52

- Nope, I guess the data stack show I could plug

26:55

with the other podcast if anyone here is a data engineer.

26:58

I think it's in the top 10 of data engineering podcasts,

27:01

which I didn't know was a category

27:03

until I found out that we were in it.

27:05

But yeah, that's the only thing that I would plug.

27:07

But yeah, I really appreciate the time today

27:09

and it was great chatting with you.

27:10

- Yeah, awesome.

27:11

Take care.

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