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Introducing Segment-Level GTM Analytics.
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December 6, 2023

Market Evolution & Modern GTM

Dave Rigotti
Co-founder & Growth/Marketing
Discussion on B2B marketing's evolution, channel effectiveness, customer focus, and patience in marketing.

Srikrishna: Hello. 

Dave: Hello. Hey, everyone. 

Srikrishna: Everyone firstly, Dave very grateful for having you here. You are a legend to us in B2B marketing, and it's always been great interacting with you. Thanks a lot for coming on factors. ai live. So firstly, I think we'll just start with a brief introduction.

I do have some nuggets from your personal history and your career history to ask you about, but I would really like to get an introduction from you on both inflection. io and about yourself. I'll also just briefly talk about factors today, and then we can go. Cool. 

Dave: Yeah. So thanks so much for having me.

Excited to, to be here on this LinkedIn live. And thanks everyone who's watching right now. Yeah, I'm Dave Rigotti. I am co founder and head of the marketing team here at inflection. io. We're a. Marketing automation platform for the modern data stack. So we connect into Salesforce, like you'd expect marketing animation to, but then have like super robust integrations with like data warehouses and CDPs like segments.

And. We're powering growth and marketing campaigns and even product and onboarding campaigns for some product led companies that everyone would know. And yeah, I started out my marketing career in working at Microsoft for a few years and then joined visible when it was a little baby company.

I think I was employee number six and we took that from zero to an awesome exit with Marketo and Adobe five years later. It's cool to see the attribution space really grow and expand and turn it into something that we always knew it would in 2013, but it was such a new space and new term that, it took a long time to get there.

And so anyways, excited to talk, go to market. Thanks for having me on. 

Srikrishna: That's great. Thanks a lot for the introduction, Dave. Hello, everyone. Thanks a lot for being on Factors. ai LinkedIn Live. Very briefly about myself and Factors. ai. Sri here, I'm one of the founders at Factors. ai. We are a 45 plus team, almost 200 plus customers.

Now we are a little over three years old. What we solve for is B2B pipeline generation. How we do that is with account intelligence, attribution, and activation. So we identify which accounts are the ones right from your ad channels to your website. Your CRM are the ones that matter for you, where they come from, how they come from, and then attribute activities, marketing activities to how they have, how they can be nurtured and then activate them accordingly.

That's how we generate more pipeline with 200 plus customers. That's what factors. ai does. But in this talk, we are here with Dave Ricotti. And while Dave was quite humble about his career, right from Microsoft to Bizible head of marketing at Bizible, and then exit to Marketo first, and then from Marketo to Adobe and later starting up with inflection.io.

But Dave is AB two B marketing legend and he has seen through marketing right from the binging a days and maybe 15 years back all the way into attribution space and B two B marketing, right from how attribution evolved from a totally unknown category to a category. Creation point of view from that, then to an exit into a marketing powerhouse, which is marketo, then an exit to a even more bigger gorilla, which is Adobe running ABM that, and then with starting with inflection.

io. So that's a lot of learning to have. In one LinkedIn live, apart from also what his thoughts are in the modern GTM. So I'll get into one by one, couple of things, which we can pick Dave's brain on, and then we can start talking about it. So Dave one thing which I was very curious about in terms of B2B marketing and how you started with, how was it in 20?

2023, we have seen the market evolve and over multiple cycles. I think I'll be at least two cycles in the last 10 years, which is that, but how was B2B marketing in 2013 when you started off with Visible? Yeah, 

Dave: 2013 was interesting for me because I went from working at Microsoft, which is, we'd like to think of Microsoft as a very.

consumer driven company. You think of Windows, you think of Office, you think of Bing, Xbox. But a lot of the company and a lot of the revenue comes from BDV. And from these Fortune 500, very sales team led BDV experience, very field marketing led, very much, like, how do we support.

Regions and wraps to B2B marketing at visible, which in 2015, we were very young company, just getting started with a very kind of small round big in those are bigger average in those days, but a small round in these days. And so we were starting to, go do something with it.

We were like very. Adamant, a good approach was inbound marketing. So we spent a lot of time on creating content, getting, the classic inbound playbook, right? Like generous contact content, put it behind a gated form and grow. And. We played that playbook for all five years where we were in, in kind of growth mode and we added BDRs in 2000, late 2014, we started a BDR team and now we'll talk about what changes now, but we wish we would have started a BDR team like way earlier.

When we exited, we had 40 BDRs out of a team of 120. And this is like in 2018, then we saw like just awesome returns with a really well armed PDR team and a really well supported. BDR team from a marketing perspective. So we started out with like very much inbound playbook and then layered up starting in like 2014 BDRs and ABM.

And by 2015 we were like very kind of ABM focused with content like creation, still being core. 'cause a lot of people like still hadn't heard about attribution in 2014. They were just like, I don't get it. We get some we can do hidden fields with our forms. Like, how is that different from what you guys do?

And so we spent a lot of time on like education to support the market. 

Srikrishna: That's true. How has while that would have been starting with the basic content dating and then starting with videos and other, those things, and while. 10 years down the line. You would have seen quite a few LinkedIn posts.

It's okay, content shouldn't be gated or can we do something else without content gating or BDRs email is dead. So there shouldn't be any kind of reach outs and there is a social and other this thing. How do you compare these statements or the thing? Is it a kind of, is there a shift which is happening or it's just more like like a kind of a contrarian thoughts being put around which is happening?


Dave: I don't like, I don't know, like to each his own, we I still deploy the same model that we did at Bizzble for a lot of our stuff today, like data content, very targeted LinkedIn ads, drive leads, work those leads, convert them over to sales opportunities, and it still works well works great.

So for us anyways, that model still plays out. We don't do really outbound at Inflexion. In fact, we actually don't do outbound. I think outbound is so much harder now than it used to be. And you do see the stats that are like SDR, BDR, efficiency, effectiveness is like way down starting like 2018.

And I've seen that and I, that's like a true statement. So I don't think the like inbound playbook, LinkedIn ads, get a content. I don't think that's like a tired playbook. I think it works really well to give great content to the people that you like, want to see it. Maybe like batch blasting, sending messages to get people to notice your products, like kind of borderline worked for a long time and it's maybe not working as much as it used to.

And now you see like new stuff to pop up let's, product like growth. Let's get people into the product. And. Or into sales tours or interactive demos or something. So there's always new offers. I'm a big advocate of, at least for us content. And of course, product growth, like getting people into your product to experience what you have, if that is a, if your product can support that model.

Srikrishna: That's awesome. It's one good thing. Great to hear, the fundamentals and the tactics remain more or less the same, at least for you, the way you have used it. Maybe there are some more new tactics, but it's not something like we are junking the old tactics totally away in terms of creating good level content, creating targeted ads and ABM and other the same focusing on your bio personas and other the same.

That's something which is not changing and that's refreshing to hear as well. And that like we do hear quite a few. Interesting, or I would say contrarian, but more importantly, a lot of new marketing gurus coming in and giving a lot of out of the box or totally different viewpoints, which can put a lot of budget astray and people can get confused as well in terms of what's happening.

Dave: You should always be testing though, like what's working and what's not, and then just keep doubling down on the things that are working. 

Srikrishna: That's great. So now coming back to the current system Dave, one thing, which of course the market has changed. It's not 2021, 2021 was a great year or not just in terms of funding, there was a lot of money flowing in, but.

A lot of companies, whether everyone was willing to buy, there was huge optimism and over the period in 2023, I've been just looking at stocks, whether it's like HubSpot is at 10 times revenue Microsoft I think Freshworks, which is maybe eight times revenue or maybe nine times revenue, which is there.

So all companies valuations have just got crumpled and that's also shows in terms of like the sales momentum has reduced, sales velocity has reduced and there is like sales targets or pipeline targets, people are not meeting it, which is there. And is this the kind of a new normal which we need to work on or how do you as a marketer, how what would be your advice to other fellow B2B marketers and how do we tackle this market?


Dave: I don't know if it's so much as like new normal as this was the always the normal, and I don't know if comparing 2023 to 2021 is, it would look like, wow, things are crazy now, but, , I mean from 2013 to 2020? Or, yeah. It, this is like how it is like so I think a lot of people made a lot of shifts.

Especially like 2021, like late 2020, 2021, I'm like, let's just go after more like very acquisition based demand generation, very acquisition based marketing revenue or, money was easier to come by. Let's just go spend it and go grow. And probably less Discipline, if you will, on the like classic, like field marketing, sales acceleration, sales, win rates than I've seen in the past.

And I think that's changing. And then pretty much no marketers that I've seen. I'll say this, I'll put it positively. The best marketers that I see are like spending a lot of time thinking about like NRR and expansions of revenue and not just acquisition. And so most SaaS marketers are very focused on acquisition and getting net new pipeline and net new revenue growth.

And. Then kind of gas got poured on that fire for 2021. And it just kept going and growing. And now we got to get more disciplined about those sales velocity metrics, the win rates for sure. That's how it's always been. I think the best are realizing that you have to go way further than that and think about how do we expand our current customers and how do we have great NRR and that there's a lot of low hanging fruit there.

Srikrishna: Oh, that's pretty good. One other thing that you also mentioned, which was made me think, you were telling about like SDR and the BDR game or Outbound is a lot more difficult now than what it is earlier. And Outbound is typically an acquisition game, which is there. Yeah. From your point of view and both, including what inflection does for its customers.

How would you tackle this where like one at one stage, yes, there is no, not much money available. Second, outbound is also becoming very difficult. Where are the avenues to grow? What was that question? Where are the avenues to grow? Where would you actually put in your money or where would you yourself try to find ways to grow?

Which is that maybe one part is maybe as you suggested increasing NRR, but how would you actually go 

Dave: about that? I think if you've never had a BDR, if you have a good customer account. And you've never had a BDR and put on customer expansions, just move some BDRs to go do that. A lot of companies will think about in our customer marketing from like an advocacy perspective.

Like how do we make our customers are champions and how do we support them? And how do we build goodwill with our brand? I think that's great. I know I see nothing wrong with that. I think it needs to go further and customer marketing needs to be, customer marketing and lifecycle marketing needs to be almost like demand Jenny okay, great.

Like what's the, what's our target account list for our customers? How are we going to expand them? Go one by one. What are the plays we're doing to go get more business from them? And what do we need to go do? And it needs to be this like methodical like thing, just like you do in demand Jen, how much pipeline are we creating? What's our target? What's our place? What's, what are we going to go do to do that? And one easy one is if you have a million AR and you have 25 BDRs, go put a handful of them on customer expansions and there's money there for sure. If that's not something that you've been like, methodical about before.

Srikrishna: Got it. Also just stepping aside a little bit, I want to learn a little more on some of the use cases where Infliction. io comes in. From a marketing automation perspective and also a differentiated marketing automation perspective, specifically from your experience from marketer, given that you had seen the whole journey of.

Marketo is the leader in marketing automation and you have been there, you have worked there and then at Adobe and what made you start Inflection. io and what are the specific use cases which you can bring in Inflection. io? 

Dave: Yeah, Marketo and Adobe was a great place to work for me. It was a good part of my time and Adobe was very early and good about taking care of employees during the chaos that was early COVID.

So I have no ill against Adobe at all. And Marketo is a great product that's supported and built such an awesome category. So I left Adobe in December of 2020 and just embarked on like a roadshow to just go talk to people. So I probably spoke with. 150 companies, half of them ended up being product led and just really open questions.

What's a big challenge with you? And what are the things that you're trying to go solve for? And what are the biggest limiting factors for your growth? And what are your big pain points? So just really nothing about marketing animation. And it was really just business discovery to go figure out like, what should we build?

And honestly, like almost every product led company that we spoke to said, Hey, it's really hard. To action with any of our product data. So the team is collecting a lot of great data on what the users are doing in their products. And they're collecting with a CDP, segment and maybe they're getting in a day where house too, and we want to be able to go do things with that because, yeah, today, they're sending like onboarding sequences out of Marketo and it's every 24 hours user gets an email and that's about as advanced as they're getting and we're like, okay, you know what, we know some things about this.

Let's go take a look at it. Yeah. We were encouraged to go start Inflection by the market, really. And so we built out Inflection as a market animation product. What's different is there's a lot that's different, but one of the things that's core is it's really built for Modern data or essentially product led companies today were by far the best way to communicate with your existing customers.

So the use cases that most most of our customers start with is like onboarding. So moving from an onboarding sequence that sends every 24 hours to an onboarding sequence that's based on that user's product behavior. So if you, if they've already done step number three. Don't send them an email the next day to ask them to do step number three just send them step number four.

Or if they haven't done step number two, instead of sending them an email to do step number three, send them another email to do step number two, things like that. And then tons of like revenue expansion campaigns to like you go and it looks like you can have an email from an AE that's Hey, I saw that you were trying to set up SSO.

That's not part of your plan. It's part of our enterprise tier, but Hey, click here. Let's get some time. And I'm happy to show you what else you can get out of the enterprise plan. And so really like driving automated growth, automated revenue Hey, you reach your threshold of clicker to upgrade campaigns, but also bridging the gap between product led and enterprise.

So those are the classic use cases for inflection. And a lot of customers start with onboarding first. And that's also like an awesome way to go drive more revenue for your company without. having to change your product and it's probably like a very low hanging fruit opportunity for most companies.

Srikrishna: It's interesting. I think one thing which I also caught on was like one, what inflection does and also the larger point, what you made around like existing customers. There is a much, it's a one, a low hanging fruit. And second, there is an immense opportunity for you to nurture them and actually get more revenue out of them.

And that's something which most products don't do because they have so many features, they have so many aspects about what they can solve for, but maybe existing customers are using a sliver of the product or maybe a couple of features on the end, if we can nurture them. The right way without being annoying or without having a kind of a random set of demos, which can go into them and not or not into the right persona, it can be a huge revenue creation opportunity and that's where inflection.

io sits as well. So that's pretty 

Dave: interesting. Yeah. The best marketing teams are thinking about expansion and churn in like a methodical way and also like product adoption as part of that too. How do we get more users at certain companies using our product? Even if it's not like a C based thing, like more users might not equal more revenue.

That's fine, but they're way less likely to churn. You also create way more advocates for what your product does when you do that. And when customers don't adopt, they churn. And now you went from a great, now you have less revenue. They have to go work way harder to make up for with that new acquisition.

But you also have a negative brand sentiment in the market. So yeah there's a lot of follow on effects to not doing product onboarding and being focused on like adoption and expansion. 

Srikrishna: So one thing is this more of a automation use case or automation use case filled into a customer success use case?

Dave: Yeah, I don't know. I think customer, I think probably both. It just, it depends on so many companies. Success should certainly be like using tools to look at their book of business and do to manage their book of business where we fit in and where like automation fits in is like either air cover across all accounts.

Or or, and, or the accounts that are like unknown by CSMs. But certainly like CSMs can't like generally drive product onboarding, but they could, support and it upgrades to the enterprise plan. And so we see sometimes like deployment of our software to go create alerts for the CSMs.

Like instead of, emailing the prospect or the customer to upgrade, email the CSM and say, Hey here's some details about this account. Here's what they've been doing in the product. And basically give them a script to go reach out. So we have some customers to point stuff like that.

Srikrishna: No, totally makes sense. Actually. Infactors. ai, I have a separate Slack. Which basically tells me if any of my existing customers or the thing either comes to my pricing page or my case study page, or look at any of my new LinkedIn ads, et cetera, we get an alert. The reason why we do that is if the existing customer is one, either looking at the pricing page, it means like either he's.

One worried about the pricing or two, it might be like he wants to move up to the next plan. He might need some help. Second is the same thing. It's is he looking at any of our blogs? Is he looking at any of our case studies? Is he looking at this thing? Which means it's a great trigger for the customer success person to now go and talk to them to have a general conversation of upsetting.

Saying that you are using this specific set of use cases, this feature path. Why don't you move on to the other feature part? These are the customers who have been using it. That works very well. One other thing, which we are also, at our side, while you are looking at the notification and the automation side of it, where we work on is more from a ads perspective, where like, how do we.

advertise in different channels, whether it's in G2 or whether it's in LinkedIn, which is totally outside the platform of website or the existing first party data, which is that to get the attention of your customers and your prospects. And so that when they see that ad in those kind of places, they react to it, but they don't react immediately by coming into the website.

Unlike B2C, they see it. It's like something like seeing the great billboard. Once they see the billboard, it's okay, this makes sense later. Maybe when they come into the conversation, either using the product or later when they have a demo call or when they have a after a couple of weeks, when they come to the website, they get, or they need a specific, they have a specific problem.

They come to the website at that point in time. And tracing the journey that works very well. And I'm able to see that parallel while this would be even more greater in a PLG led company that like you're continuously using the product and there is always a scope for you to upgrade. 

Dave: Yeah. And a lot of triggers for intense. Beyond, like the website too, like somebody trying to use a feature that's not in their plan is like a great, like you should obviously very quickly reach out to them. Like we know from content downloads, like you have to reach out to a content download in 10 minutes.

To get the best value, like if you're like once a month going through your list or even once a week or even once a day and saying which of my customers were trying to try features not in their plan, you're way too slow. And so like when companies start thinking like that. Like we need to reach out right away when somebody's trying to use a feature That's not part of their plan and have a methodical campaign So have a discussion with them and get them in pipeline.

It unlocks a ton of value ton of value 

Srikrishna: I'm able to totally see it given that now we ourselves are at 200 customers. I can see Yeah, how some of this can be valuable because it's impossible, humanly impossible for someone to reach out immediately when something happens and better for a rule engine to take care of it.

And also systematically how we build on that rule engine to make that work is something which can be very interesting for you. Yeah, that's interesting moving away from the product and also from the use cases, this is more from a general GTM problems, which we have seen marketers face, we ourselves as B2B marketers also face and then there are so many other of our clients who keep talking about okay, they have one extended targets, the targets have increased, the budgets have reduced.

Second, you have a lot more constraints. The market is also slowing down and sales velocity and other, this thing, given your experience, both as a product marketer CMO and later ABM marketer and other, the same, what we want to understand is as a senior leader, how would you structure or process this?

Kind of a process means like what I'm trying to understand is like, how would you go about saying that these are the kind of problems that you have? How do we structure it? Like, how do you want to increase your pipeline? How do you want to increase your revenue? How do you want to increase your cost efficiency, et cetera?

How do you set these ambitious goals, but also follow through on achieving these ambitious goals? How would you look at it as a B2B marketer? Your experience? 

Dave: Yeah, the classic bottoms up versus tops down, like forecasting question any marketer that's Oh, we do just a bottoms up forecast.

Like either like a bootstrap or profitable company, or your CEO just hasn't given you the tops down forecast yet. I'm a big fan of starting with the CEOs tops down forecast Hey, we're at 10 million ARR, we need to grow 80%. This is what we think term is going to be. We need to go get 9 million more in ARR and then working backwards from there of, what pipeline do we need to generate by what month to do that?

And then what are the sources of that pipeline by channel? And then what's it cost to deliver that by each channel. And then understanding, of course, with that, if you are spending a million dollars a year on LinkedIn ads and you're getting a thousand leads out of it or whatever, if you go spend another million dollars on LinkedIn ads, you're definitely not, getting another thousand leads on it.

Like understanding the diminishing returns of each channel and a good like demand gen leader is going to be able to whip this up in a, at least the first stab in the first, in a day. And so I think there's a lot there's a lot you can do there. And almost always they, what comes out is.

You need two times more pipeline today, October 24th to hit your goals for Q1 then you have. And so then you start to get into like, all right, let's pull down the Q1 like a little bit and let's put it towards Q4. And that's what we think about what do we need to go do to deliver?

That's how I've always done forecasting and that's like goal setting and that's. There's always a conversation too with the CEO about with him or her about, the realities of some things, but generally they're like not going to change based on whatever you say. So you start thinking about clever ways or big bets to go make some changes.

And I think leaning into customers and I don't mean like in a bad way, I just mean leaning marketing into expansions is an easy thing to go do. And you probably have 95 percent of your budget, 95 percent of your attention on acquisition, shift it 80, 20 on acquisition expansion, maybe even I see a lot of companies now getting to 60%, excuse me, 60 percent expansion 60 percent acquisition, 40 percent expansions.

But if you're like 95, five, go make some changes there. And then also I've seen some cool stuff driven by go to market teams. So no, so it was a really cool example. They're a very sales led company. They made a small tiger team to launch send us so express or anyone can go sign up for this.

This product without having to talk to the sales team. And now they open up like a whole new revenue channel of smaller SMBs that couldn't afford the main send or sell product. Or a good way to get people in, get some revenue from them and then upgrade them later. And so I'm a fan of what's in just, so it was done with press and adding on a really cool offering on a like a product that offering on a sales led company.

Without having to pivot the company to being product 

Srikrishna: led. It's actually Krish at Sendoza is amazing. And the way they have thought about the category and how they are now, given the times and given that where budgets are constrained, now they have opened up a totally new revenue channel on SMB.

That's a great example as well. But one interesting, far more interesting thing, which you also mentioned was like how. You can shift budgets and generally maybe first time marketers or marketers as they're going through a couple of cycles, they push a lot more budget into acquisition with much very low budget or less than 5 percent of the budget into retention.

And that's something which can be changed into 60 40 want to. Large companies do. Let's say I'm talking about companies which are more than 10 million CDC and companies which are more than a hundred million dollars in revenue. How do they pitch their marketing budget? Is it something like, how much is it for new logo acquisition?

How much is it for retention? 

Dave: So this like discussion on channels, like a top down forecast and then taking that by month, like start with the end date, this is where you need to be, break it down. By month and then break it down by channel. So you basically build out a spreadsheet with the columns and then the rows, the columns being months, the rows being channel, like that's how we did forecasting too at and like basic mix modeling at Marketo.

So I think it's not even a small company thing. I think it's a big company thing too. Like we were well beyond a hundred million AR and pretty big marketing budgets and doing the same thing. Now pretty much all of Marketo's efforts or our efforts on Marketo were for acquisition. And very little on like customer expansions.

Marketo was a pretty like nascent or immature on like that motion. So anyway, that's like a regret I have in my career was when I did a VM, it was 100 percent net new. Pipeline was my goal always and not didn't never have taken anything until. inflection on like expansions and NRR and like truly appreciating, what marketing can do for NRR.

Srikrishna: Makes sense. One more thing in terms of where do marketers go wrong? Generally, especially early stage marketers, I can say is it budget allocation or is it planning or is it overspending on a couple of channels? Where do they go wrong? 

Dave: Yeah I don't, I think I don't know.

I think. There's probably,

yeah, I don't know where people go wrong. There's so many ways you can go wrong. I think there's always, at least with me, there's always like a grass is greener with a different tactic or a different strategy. Everyone's like getting content. Should we go do that? It's you can spend a lot of time testing that out and it maybe doesn't work.

What's worked really well for me is just spending time on the things that's working and doing them better. And then leaving a little bit of time for trying some new things. But I think a lot of the SaaS playbooks still is pretty proven, still works pretty well. And I think, stay focused on some of those and doing those really well is helpful.

It takes way longer than you think to do any channel really well. And it's almost always better. If you're really early stage to pick one or two things and do them really well or one or two channels and do it really well, then try to go do everything you know you're going to be doing when you're at 5 million AR, 10 million AR.

And trying to do like the 20 percent good for all of those usually doesn't work out. And it's usually better to be what's the one or two things we're going to do really well and have a great experience by or with then doing 10 things okay. 

Srikrishna: Oh, that's interesting. I think one of the ways how you put it is basically where people go wrong, this lack of patience.

They don't. Pick a couple of channels, spend enough time on it and the thing, and maybe FOMO where like they see something or new shiny tool or a new shiny strategy, which they hear about either on LinkedIn or some podcast, they go after that, they spread themselves too thin and then they go things doesn't happen and that's so simple as it gets, but I guess sometimes it's basically biting your tongue and staying patient for some time.

Dave: Basically. If you're like, I'm gonna start a podcast, it's okay, you need to do a podcast every week for three years before you're going to see meaningful return. So you need to do 150 episodes. And so this is going to take 20 percent of your time for three years. And it's that's just like any content market.

And so you need to be like, is this really, is this worth it? And you might be like, totally, let's go do it. Or you might be like, actually, no, maybe we need to not think about what's generating pipeline three years from now. You need to think about what's going to be generating pipeline six months from now.

And so maybe not a podcast isn't the right thing, even though it scales great. Maybe you should go focus on like field marketing. Field marketing 

Srikrishna: or a community or. Just basic content, creating good sales marketing material. And I think, yeah, that's makes a lot of sense in terms of prioritization and also knowing how long it would take for something to work out.

It's not something like even as simple as an ABM strategy or even implementing a role works or a sixth sense that would also take a long time for it to come through. Yeah, that's great. Anyways we are almost at the end of the LinkedIn live, and I think we have two announcements to make one from one is the factors.

ai and inflection. Both of us are on the spotlight for GTM partners, emerging tech event is going to be launched in another two days. We are very excited to be one along with you. And also with 15 other great Martech companies in this fair, like how new Martech. Technologies are coming in and how they can revolutionize or accelerate pipeline and sales for B2B companies, which is there in the market for over the next decade.

So that's something which is very exciting for all of us to be any thoughts from you on this on the B2B GTM partners event. 

Dave: Yeah. Excited to be participating it in it. , I'm gonna be doing, I'm gonna be speaking on Thursday doing a short little overview of inflection in a demo. And I think it's a, it's fantastic what Sangram and the partners team has been doing filling a great void that's come out in the market in the last couple years on creating great content and thought leadership and benchmarks around go to market models.

I think Dan says pretty often you don't have a marketing problem. You don't have a sales problem. You don't have a success problem. You don't have a product problem. You have a go to market problem. And I think that's super true. So excited what they're doing and excited to be part of it.

Srikrishna: That's great. We are also excited. My co founder will be doing the demo as well. So that's something which we are all looking forward to. One other thing is of course, it's we are also launching a new talk series. which is fundamentally around GTM problems road to pipeline and revenue.

That's something which we'll be talking about. Inflection of IO will of course be on the second episode of it. And we are having a planned a series of episode, at least 24 of them over a period of time to talk about multiple GTM problems, which B2B marketers face. And that's something which we are also excited on launching in from November onwards.

So happy to have you there as well Dave. I'm 

Dave: excited for it. Thanks for putting it together. Sure. 

Srikrishna: Thanks a lot, Dave. Thanks everyone. Thanks for being part of this LinkedIn live. I know it's a holiday in India and it's also a little kind of early in the morning in US and the thing. Thanks a lot for making time to come here and join us.

We'd also put the live recording and also put snippets of this both in our YouTube channel and also share the content of that and the blogs and other things as well. Thanks a lot. 

Dave: Thanks, everyone. Thank you.

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