SPEAKER_02: Hello everyone, just
wanted to update you on a quick
change of plans in terms of the
order of how we're gonna do
podcasts and what we're gonna
cover.
Last week I talked about moving
into usage-based and how
usage-based sales work.
We're gonna pause that for one
week because we have a great
podcast with Fullcast.
For those of you who don't know
them, they're a company that
have been very acquisitive and
really trying to grow into a
full service provider for
GoToMarket.
So we're gonna put that in place
for this week and then start on
the usage-based next week.
Hope you enjoy it.
Hello everyone, welcome to the
Innovative Revenue Leader
Podcast.
This is one of those podcasts
that we do where we have the
opportunity to talk to really
special revenue innovators,
people that are doing things
that are not in the flow of the
way we normally do these
podcasts where we're focusing on
a specific topic.
And I am really, really
fortunate to have today Amy Cook
and Ryan Westwood, founders of
Fullcast, joining us today to
talk a little bit about what
they're doing, a book that they
have out, and then some of the
acquisitions that they've been
doing over the past year.
So just brief introductions.
Amy has a PhD in communications
from the University of Utah and
is an established marketing
executive, communications
expert, thought leader,
educator.
She does all sorts of things.
She's the founder and chief
marketing officer of Fullcast,
founded and led stage marketing
as the CEO for 15 years.
And in addition to all of this,
if that's not enough, is she's
helped, she's helped multiple
high-growth companies move from
Series A through to acquisition,
including Simplist, Pathology
Watch, and Onboard.
And then Ryan's equally as
established, and he's the
chairman and CEO of Fullcast.
He's invested in over 50
startups, the serial
entrepreneurs, three exits,
including Simplists, which he
grew from the ground up and then
sold to Emphasis for 250
million.
Thank you guys for joining us.
SPEAKER_01: Thank you so much
for having us.
Really appreciate it.
SPEAKER_00: Yes, thank you for
having us.
SPEAKER_02: Yeah, it's great.
It's great to have you guys.
So the where I'd like to start
is is just because when you
think of revenue operations,
that's a term that's been around
for a long, a long time.
It's grown in sector.
I mean, people have talked about
it being the number one, the
number one job hired on LinkedIn
these days.
Uh how do you define it?
Because I've heard RevOps define
anything from it's just the
sales ops role redefined or
reskinned as the RevOps role,
it's a broader role, sales
market, and customer success.
When you guys think about it,
how do you think about that
role?
SPEAKER_01: Go ahead, Ryan.
SPEAKER_00: Yeah, so I think
there's a couple things you can
look at.
In any great business, you
always have two things.
One, you either have revenue,
high revenue growth, or EBITDA.
They're the two things that all
business leaders look at.
And if you're gonna be an
efficient, high-growing company
and impact the two most
important numbers, EBITDA and
revenue, that's what a revenue
operations leader does.
And I can't think of any more
mission-critical metrics in a
business than those two.
And if that is your primary
focus, you can have an enormous
impact on a business.
And so I see it as scaling
product, customer success,
sales, marketing.
You are focused on bringing
everybody together to create an
efficient growth engine.
And there's only a few
executives in a company that
have that type of role.
I mean, if you think about it,
even a CMO or a VP of sales or
any of those roles, they have a
silo.
This is a role that's how do we
make everything run efficiently
and impact the top and bottom
line of an organization.
SPEAKER_01: One of the things
that I think is so
transformational about this is
if you take a look back 150
years, we've got bureaucracy,
right?
Bureaucracy was created for a
good reason, right?
It was to help these companies
scale.
It's to help the industrial
revolution.
And over time, with the digital
transformation, we realize that
that business model is wrong
now.
It's wrong for today's society.
So what is so impactful to me is
that revenue operations has the
opportunity to not only develop
efficient growth, but to
actually change the way that
business is done today.
And so for me, that's why I was
so interested in working
particularly with this persona,
is because of the impact and
transformation beyond what I
think most of us even realize.
SPEAKER_02: Yeah, and I mean,
how do you see that playing out
in the long run?
Because I've started to see
situations where the RevOps role
is getting elevated alongside a
CMO or a or a chief sales
officer.
Do you see that becoming the
trend?
Because they're the I mean,
they're kind of the glue on
those things.
To a certain degree, like how do
you see that progressing?
Is that because I think sales
block did it?
I know there are a couple other
companies that that did that.
How do you see that?
SPEAKER_00: Yeah, so uh we did
some surveys, and um now, mind
you, these customers are
companies that had 500 employees
or greater.
So the data I'm giving, these
are medium to larger businesses.
But what was very interesting
when we did the survey six
months apart, asking who does
the RevOps role report to, we
saw about a 10% jump to the CEO,
we saw a drop to the CRO, and we
saw more to the CFO and COO.
And so you're seeing it become
more now, it's still 50% the
CRO, right?
But you but when you break it
out with all the different
areas, I mean we even saw a few
that were to the CMO, but you're
starting to see more and more
focus on RevOps and it be
elevated to where now there's a
struggle I'm seeing even more so
with the CFO and CRO of where
does it go?
Because they eclipsed 20% in our
in our survey CFOs, they're on
the surge and they're stealing
from the CRO.
And so then you're saying, okay,
where does this go?
And I'm sure it's because of
what we just described.
The CRO wants their focus on
revenue, and the CFO wants it
focused on efficient revenue
growth and margins, and so
because the role serves both,
they both want them in their
purview.
Interesting.
Yeah, I mean you yeah, go ahead.
SPEAKER_01: Yeah, you think of
it as efficient growth.
You've got the CRO on one side
and the CFO on the other side,
and then in the middle is the
RevOps person going, let me just
get you all the metrics and
let's do this together.
It's kind of funny because um I
worked as a practitioner for a
large enterprise healthcare
company as their RevOps lead.
And I I at first started
reporting to the head of sales,
and it became very apparent that
I had to report to the division
head instead because of what
Ryan was talking about exactly,
which is it wasn't just about
getting the sales team their
numbers, it was about connecting
with operations, connecting with
finance, and making sure that it
all flowed together.
SPEAKER_02: So interesting.
The one part that I wonder,
because that that makes perfect
sense, right?
Because you're the conduit and
you're also the person that
knows how to get everything
done, right?
The the the the seller needs to
go sell, the marketer needs to
go generate and generate demand
for the business and awareness.
But at the end of the day, if
you want to know what's
happening in a in a growth
organization, it's the it's the
rev ops leader.
SPEAKER_01: That's right.
They know where all the bodies
are buried for sure.
SPEAKER_02: Yeah, exact exactly.
The the funny thing is it makes
me wonder because technology is
becoming this big thing as a
part of it too.
Is I could see this the the CIO
lurking, lurking behind the C
dudes as as someone too that's
gonna start clawing away at
that.
SPEAKER_01: Yeah, I mean go
ahead, Ryan.
SPEAKER_00: I was just gonna
say, now that you have some of
the technology is becoming
critical to the business, the
CIO is now getting involved.
I'll give you an example CPQ.
With CPQ, all of a sudden the
CIO is like, this is mine,
commissions, paying commissions,
CIOs like, this is mission
critical.
You forecasting to the board, uh
lead routing.
Those now CIOs are reaching in.
And as I'm saying this, it's
actually an even better argument
that they report to the CEO
because the CEO is the one who
cares about the top and bottom
line primarily, where the CFO,
I've heard some say, man, it's
really hard under the CFO
because they're so cost
conscious that I can't do some
of these things.
Like there's I know there's this
technology unlock that would
help our reps generate pipeline
more productively, but he won't
let me or she won't let me.
If it's the CRO, sometimes
there's cases where you're gonna
get in trouble with the CFO and
maybe you're making purchases
they don't approve and you can't
get anything purchased because
the CFO has to give the final
say.
But if it's with the CEO, now
you're aligned and you're
balanced more.
And so I could see why that
would make sense.
SPEAKER_02: Yeah, it needs to be
the CEO.
It's the the chief rev ops
executive.
That's the the new the new title
of the future.
Because it is, I mean, it and if
you're gonna ask a question and
you're a CEO, that's the person
that'll have the context between
all of those groups on how they
connect together to drive
growth.
It makes total sense.
So it in the book, you had
talked about the the RevOps team
being like the pit crew around
this.
And it's really obvious, kind of
looking at what you guys have
done and where you're going,
that you're passionate about
this role.
Can you talk through just a
little bit around how this
perspective forms?
Not only to write the book, but
also, I mean, you not only did
you write a book about it, but
you built an entire company and
are building even more
technology and support
specifically for the CRO.
Like, can you tell us a little
bit about that journey?
SPEAKER_01: Sure.
Um, really, our journey began 20
years ago before the term RevOps
was even coined.
So, you know, Ryan was working
building sugar CRM at his as a
sales leader.
I was working doing HubSpot and
Salesforce implementations as a
marketing leader.
There just wasn't a function for
that.
And as there became a very
strong need, um, what Ryan and I
saw was that, you know, this is
going to become a very, very
important role in every company
in order to eliminate silos, in
order to sync up your sales and
your marketing and your customer
success ops with your data and
your sales enablement.
We consider those five basically
what it is the kind of the
purview of RevOps.
And so all of those things need
to really carefully sync in
together, which goes back to our
earlier point of you know, if
your CIO's in charge of your
data ops, you've got to loop
that person in.
If your CX person doesn't have a
role or a say in what you're
doing in RevOps, then that whole
function is siloed.
So it becomes really important.
But we really saw from personal
experience just building these
at other companies and then
working together at Simpless,
um, scaling that as a Salesforce
partner, um, then you know, we
uh got that acquired by Infosys,
worked there at Infosys for a
little bit, and then started off
on this new adventure.
SPEAKER_02: Wow.
And so, like one thing I found
really interesting.
I mean, Amy, you come from the
from the marketing side of
things.
A lot of the technology at
Fullcast and a lot of the lean
when you talk about, even in the
book around a RevOps leader,
seems to be more on the sales
side.
You talk about alignment 100%,
you're talking about how it
connects connects with even
customer, customer success as
well.
How do you see that blend
happening?
Because there's this whole world
happening on the marketing side
and the digital piece.
And and I mean, from a full cast
standpoint, you have a big suite
for sellers.
How do you see the connection
point, the technology kind of
connecting in with marketing and
bringing them together?
SPEAKER_01: That's a really
great question.
So we have to start somewhere,
right?
Our our grand vision is to be
able to build all of it.
But right now we've got to start
with a good point, you know, a
good place to start, and that is
with sales technology.
Um, Ryan, please, I'm talking
too much, come and jump in.
But it is, it's very, it's
really, really exciting because
there's a lot going on with
sales technology and AI right
now.
And um, as from my perspective,
I really enjoy being part of
this because I've always wanted
to be more connected with sales.
I've always wanted to be able to
be seen the way that I
personally see marketing as the
hub of the wheel along the
entire customer journey.
So, in many ways, my perspective
in marketing has really been one
of revenue operations.
And I was, as I have been
working with hundreds of CEOs
for the last 15 years before I
started with Ryan at Simpless
and then Fullcast, I've had the
opportunity to basically work as
a revenue operations person,
connecting the sales and the
marketing functions.
And they're so disjointed that
sales, sales leaders sometimes
refuse to give target accounts
to marketing leaders.
I can't even understand that.
And because they don't
understand it.
They don't understand that
collaborating is so much more
effective than keeping them in a
siloed bureaucratic process.
And I go right back to
organizational theory.
It's not sales leaders' faults,
it's not uh a land grab.
It's nothing except uh an old
methodology that was taught to
them about bureaucracy that has
been the prevailing
organizational theory for 150
years.
It's no longer that.
And so it's my job as you know,
one of the founders of Fullcast
to be able to help re-educate in
that area.
SPEAKER_02: Gotcha.
What's your take?
SPEAKER_00: Brian, you know,
there's you you look at business
and we're always looking for an
advantage in the marketplace,
right?
How do we become more efficient?
How do we build a better
business?
And I always I'm always striving
to build a beautiful business.
And when you look at the
technologies that it takes to do
that, you look at full cast.
For me, I'm thinking, okay, what
are some things that I can make
more efficient and make my
business more beautiful?
Well, one of those territories.
If I want to build territories
and I'm doing it in a
spreadsheet, now it's not
automatically changing or
updating when people get fired,
quit, hired.
You're not using the latest
technology to figure out the
most equitable, efficient way.
I mean, I don't know if you've
ever had a sales leader have to
deal with and babysit people in
their territories that were
upset.
That's never happened before.
Uh, you you've never had a rep
who is supposed to take these
critical accounts and suddenly a
change was made and they're
upset.
If you want to affect the
emotional state of a
salesperson, mess up all their
territories and kick off your
year and see how that year goes.
It is not great.
So, yes, is it important to have
a technology for that to get it
right and make it equitable?
Absolutely.
Is it important to have
technology that uh a rep can
pull up a dashboard and see
their commissions at any time?
How am I getting paid?
How much could I get paid?
How much am I getting paid?
Yeah, absolutely.
If you think about the fragile
state of a salesperson, you do
not want them to emotionally be
caught up in am I getting paid
or how am I getting paid?
You want them caught up in how
to close deals, how to grow the
business.
So these are the things that I
think the technologies that we
provide with paying commissions,
making equitable territories,
making sure you understand your
ROI on your lead sources,
forecasting revenue and nailing
that forecast to the board.
If you're a salesperson or a
sales leader, I believe that
you're gonna run a better
organization, a more efficient
organization, and your odds of
hitting quota go up when you
have full casts.
SPEAKER_01: Well said.
Absolutely right.
One thing I love that you said,
Ryan, was the emotional state of
the sales leaders, and that goes
to marketing as well.
I mean, think about a good
culture and how much more
productive a good culture is.
And if you can get rid of the
silos and the sales and the
marketing and the customer
success people, like either
fighting over leads or feeling
that their territories are not
equitable or feeling like
they're not being supported,
your culture becomes so much
better and your productivity
becomes so much better.
SPEAKER_02: Yeah.
Performance is a good elixir to
uh uh a uh strong culture, isn't
it?
One of the things that comes up
with revs is is the empowerment
side of things, right?
Like in a lot of cases, you
could see revs teams get mired
down and in because you're in it
every day, you're you're trying
to pull all this stuff together.
You guys have talked a lot about
elevating that.
Like we talked about this
earlier.
How do I get how do I get them
into they need to be in the
right places or up in the
organization to be able to
answer questions?
Taking a practical example, so
like if you think about like
data management and reporting,
right?
That could easily translate into
somebody who is just basically
the report person for the sales
leader who says every time I
need a report, I you go pull it
for me, or go fix the data, do
all that, go do all that stuff.
If you're a RevOps leader that's
kind of in that position, how
how would you guide them or what
advice would you give to be able
to move away from that word into
that more strategic role?
SPEAKER_00: Yeah, because a lot
of times what you're saying is
they get involved in day-to-day
support roles.
Yes.
And then and then what happens
is they're unsung heroes.
And then what makes it even
worse is when revenue goes well,
the CRO looks good.
When the business is efficiently
growing, the CFO looks good.
It's like a no-win for the
RevOps leader for getting the
credit for the situation.
And so one of the things I've
told RevOps leaders to do to
position themselves more
strategically is to support the
board deck, to get involved in
building the board deck.
Because now what's going to
happen is the CEO is gonna have
the epiphany that the person
that's the trusted source that
knows all the silos and
departments, that the CRO and
the CFO and the CMO are going
for the data is the RevOps
person.
They're gonna have the
realization that, oh my gosh,
they're all asking this person.
This person has a view of all
departments that's more even.
They're not gonna give me a skew
based on their department, even
right, and they know the data.
So the key though is you have to
know your stuff, and then you
volunteer and you get involved
in the board deck, and
naturally, I think what'll
happen is you'll get invited to
board meetings to speak, and you
will raise your profile from
support to executive.
SPEAKER_01: I love that.
One of the things I think also
that Ryan pointed out is that by
knowing the strategy all the way
down to the tactics, it makes
you such a good leader.
So you have um Bology Krish is
one of our advisors, and he came
onto my GoToMarket podcast and
we talked about kind of the
percentage breakdown between
strategy and operational and
tactical um things that a robots
person does.
For him, his he is 20%
strategic, 40% operational, and
20% tactical or something like
that.
But it's a basically, you know,
there are three main functions
that a robots person has to do.
And from my perspective, being
able to go all the way down to
the the data means that, like
when Ryan asked me to pull
something, that means that he
trusts me that I'm gonna go all
the way down to the data.
I'm gonna look at the actual
form fill that came in from the
lead source and I'm gonna follow
it all the way through the
customer journey.
And so when you can develop that
kind of trust with your CEO,
then you become automatically
relied upon and trusted.
And that trust is what will get
you next to the CEO faster than
anything.
SPEAKER_02: So I mean, if I if I
read that back to you, it's
basically earn a seat at the
table through knowledge and and
understanding of the business,
becoming that source that can
answer questions and do things
that others can't because you're
sitting at the center of it.
SPEAKER_01: Yeah.
I mean, it's a great feeling
when when the CEO asks a
question around the table and
you're the one that knows the
answer.
I mean, there's no really better
way to show your value than
that.
SPEAKER_02: Yeah, that makes
sense.
Okay, so let's transition to
talk about technology in full
cap specifically.
So in your state of revenue
operations survey, only 10% of
the people surveyed said they're
getting a lot from their tech
stack.
That is shocking, but also not
surprising.
Like you can see those signs
everywhere.
Like the amount of time sellers
are spending selling is actually
not going up with all this tech,
it's actually going down.
So it it's it's it isn't
surprising to see, but doesn't
make it any less shocking.
So it feels like this is the
problem you're trying to solve
with fullcasts.
And for those of you who don't
know or haven't followed this,
you guys have been really busy.
You acquired commissionly in
June, which I thought was a
really nice ad to be able to
round out and make you a full
SPM provider, adding the
commission side of things.
But then in September, you went
back to back acquiring EBSTA,
which is a an orchestration
provider in the UK, and then you
acquired it acquired Atrium that
work folks focused on the
enablement side.
Wow, that that's a lot of stuff.
And and it and it as I talk to
you, I can see the vision of
where you're going.
You're trying to build a stack
that a revenue operations leader
can use to run the entire
business, but I'd love to hear
it from your perspective.
Just the the vision around
acquiring those all together and
putting them all together.
SPEAKER_00: Yeah, we kind of
came into this with the
viewpoint that in 2020, 21, and
even 2022, a lot of products
were treated like companies.
So, what I view as it should
have been one of a few products.
It's not enough to create a
business around, they were
funded.
And then even worse, you had
features of products that got
funded in 21.
I mean, we got real excited
about SaaS in 21.
And we funded a lot of
businesses that I think if you
step back and think, does this
business truly have what it
would take to be a public
company?
I think most of us would clearly
see the answer is no, really
quick.
And so our thesis coming into
this is you have hundreds of
these point solutions, and
people are fatigued from so many
point solutions that are not
orchestrated and they don't work
together.
It's vendor fatigue, it's all
the contracts, it's all of that,
and the consolidation of it, I
think, is a beautiful thing for
a CRO that needs to be focused
on revenue.
And I and I I look at the
ecosystem right now and I think
it needs to be consolidated,
heavily consolidated.
And then on the reverse, I think
that these companies need to
find homes fast because I don't
think any of these point
solutions, or even ones that
have two point solutions, are
gonna have the business to be
enduring, to have the structure
to really create a public
company.
And so I think the sooner they
can consolidate and become a
more robust business, then you
can create incredible companies.
And I and I believe we're
positioned uh to become a market
leader.
And I know you know we're still
early in this journey, but I
fully expect that we will become
a market leader because we're
approaching this different than
um the the ecosystem at large.
Yeah, there's yeah, go ahead,
Angie.
SPEAKER_01: Oh, sure.
We just have a uh digital
maturity of the entire market
that's happened since COVID.
I mean, COVID came in and hit us
all like a wrecking ball, right?
We're like, oh, digital
transformation.
If you didn't know about it,
it's here now, and you better
get all of your tech ready,
right?
Yeah, and so now, you know, as
we're kind of unraveling some of
the aftermath of that, that's
what we're living in right now.
And that's why we're having so
much, you know, tech that's
falling by the wayside.
We're being able to parse
through what's a feature, what's
a product, and what's an actual
platform.
The the entire market is
becoming more digitally mature.
And it's a really interesting
time of life because, you know,
as a former consultant like Ryan
as simplest, we all we had our
digital maturity model per
company, but now we're seeing
the digital maturity model
through the entire ecosystem.
And it's really fascinating to
watch.
SPEAKER_02: Yeah.
Yeah.
And it and it's interesting
because you're you're not you're
not building, it doesn't seem
like looking at it as you're not
trying to build a category,
you're spanning across
categories.
You have a very unique position
on how these tools come
together.
Could you just take a couple
minutes and walk through like
how does this how does Atrium
fit with EBSTA fit with your
because I full cast and
commissionally everyone would
say, yeah, that makes total
sense.
SPEAKER_00: The other two, it's
like us through that a little.
Yeah, so Atrium will be the
insights and reporting for
everything, and then uh EBSTA
will be forecasting, sales
forecasting, and then you have
our territory and commissions.
And I believe if you ask a CIO
what are the core technologies
you purchase outside of a CRM,
they're immediately gonna name
off commissions, and then
they're gonna talk about
forecasting, and we've got to
have great insights.
And Atrium's founder was a
designer by trade, designed a
PayPal app in the eBay uh
integration, just builds
beautiful products.
When we looked at it, we thought
we could not build something
more beautiful.
We're gonna take this and
utilize it across our platform
because uh it is just it's very
easy to use and pretty.
SPEAKER_01: If we think about it
from a brand perspective, our
goal is to become the revenue
platform from plan all the way
through pay.
And so we've got three more with
the inclusion of EBSTA in
Atrium, it completes that
journey where we have the sales
planning, we've got the
forecasting and deal
intelligence, which we call full
cast perform now, and we've got
the commissions, which is pay,
underpinning this beautiful
out-of-the-box BI solution,
which we have with Atrium.
SPEAKER_02: Got it.
So this is bringing because one
of the gaps or one of the what's
the word, like loose ends that's
always been out there when you
talk about sales performance
management solutions has been
forecasting.
Like it's in a weird place in a
lot, like it doesn't really have
a place, like it's in
orchestration, but should it be?
And then it's kind of try like
SPM providers have tried to put
it in.
So you're drawing that in and
saying now we're gonna be a
provider that does the
forecasting, and then HRM
becomes the okay, it becomes the
wider ecosystem to be able to
better report on all those
different things.
Absolutely.
SPEAKER_01: That's right.
So we think of it as plan,
perform, pay, and plus.
SPEAKER_02: Plan, perform, pay,
and plus.
Okay.
SPEAKER_01: Yeah, plus is the
HRM because we're plus in all of
the analytics and the
dashboards.
SPEAKER_02: Ah, okay.
Great.
Okay, so I can't, I I can't have
a podcast without asking about
AI.
Of course, that that would break
the rules of today's modern or
like today's environment.
SPEAKER_01: Right.
SPEAKER_02: Just how do you got
actually I think a lot of what
you're talking about is isn't
necessarily it's complimentary,
but like how do you see that
fitting in and weaving into this
whole strategy around Fullcast
and where you're gonna place
your bets for implementing it?
SPEAKER_00: Yeah, we right when
we purchased Fullcast
originally, we began building an
AI native platform.
And so we're we're standing up
these AI territory analysts,
commission analysts.
We'll continue to have these
analysts, and we're very
excited.
We have customers already
testing and working on those and
giving us feedback and beta
testing.
So it'd be fun to see as that
evolves going forward.
But we're we're really high on
AI and the future impact it can
have on.
I mean, at the end of the day, I
said we want to create beautiful
businesses.
So whatever technology we need
to do to innovate to do that,
we'll do it.
SPEAKER_01: One of the things
that I think is really
interesting as we are kind of as
a market, we're always focused
on AI, right?
And some of us are have
different perspectives, but
overall, we're starting to see
that there are some things that
AI is good for, and there are
some things that AI is not good
for.
And our goal is to be AI first
at everything that AI is good
for, which is efficient growth.
The relationships need to stay
human.
The the out like the the point
solutions that like spam your
LinkedIn, they probably aren't
gonna last.
Nobody wants them, you know.
But the ones that help you
become more productive, that
plan faster, plan better,
perform better, you know, pay
better, all of those things are
going to be very, very
important.
And it must be an AI first
platform, which is why we've
we've rebuilt it to be so.
SPEAKER_02: Got it.
So I mean, yeah, use AI to build
the efficiencies to enable
people to spend more.
Time on the personal side.
That's right.
Welcome back to the Innovative
Revenue Leaders Podcast.
So this is an interruption to a
podcast we were about to release
with Fullcast.
Right when we were about to
release it, they acquired
copy.ai.
So I ask Amy to come back and
give us a little bit of insight
into that acquisition, what
happened, so we can append it to
the original podcast and release
those things together.
So Amy, welcome back.
You've been busy as usual.
SPEAKER_01: Thank you so much
for having me, Seth.
It's such a pleasure.
And yes, we just really like to
run at 250 miles an hour.
So it has been really fun.
We've been on an acquisition
spree, as you know.
And now the now the real
challenge begins to integrate
everything.
Copy AI was just an absolute,
um, just we're absolutely 100%
thrilled with this acquisition.
It gives us the opportunity to
be AI native, uh, not just
having like portions of AI but
it within a software platform,
but be truly AI native.
So as we continue to consolidate
the fullcast um product suite
into a platform that will give
us the opportunity to have these
AI native workflows go from
sales to marketing to customer
success and an overall GTM.
So we're very, very excited
about it.
SPEAKER_02: Interesting.
Yeah, it's a it it's it's
pervasive.
So similar to some of the other
acquisitions that we talked
about in the podcast, this is
the the vision is beyond just
what the feature set was of the
specific product, like the
copy.ai.
You'll get the content benefits,
but it also has a platform
benefit across all uh that will
that will expand across all the
different products that you've
acquired.
SPEAKER_01: Yes, that's right.
So our hope is that people will
see this not just as uh building
AI agents, but as an AI agency,
as the first one really.
Um we have uh right now, current
state, incredible benefits for
uh marketing and for SDRs and
for sales in terms of unifying
the brand and making sure that
the copy is um extremely high
quality.
Um, but in the future, the
workflows are going to take a
prominent position as we
replatform some of what we're
doing.
SPEAKER_02: So awesome.
Great.
Thank you again for joining and
give us an update.
Now I can now I can get this
podcast out so everyone can
learn a little bit more about
what you guys are up to.
Don't do an do an acquisition in
the next like week and a half,
please.
SPEAKER_01: So we can well,
thank you so much for having me.
It's just really a pleasure to
talk with you and that you have
me on the podcast.