Laxman Papineni: Our guest for today is someone who is an expert at creating winning go-to strategies. Sales, accounting, and consulting don't make up your typical CMO background. But our guest today is not your typical CMO. We are also very fortunate to have her join us as the first woman speaker in the hype is real. We have Latane Conant, the CMO of 6sense. Hey, Latane. Welcome to ‘The Hype is Real.’
Latane Conant: Hi Lax. Thanks for having me.
Laxman Papineni: Thank you. Wonderful. So, we'll get started with your story, which is very interesting how you have come from sales to marketing and where the whole world is talking about how sales and marketing can work together, but you've come from sales to marketing. So let's get started there. Let's begin with your story. You're in sales for close to a decade, and then you made the switch to marketing. You move rapidly to become the CMO of 6sense. How and why did you make that transition?
Latane Conant: It was very accidental. And now looking back on it, luck I guess, you know what they say about luck, it's hard work and opportunity or something like that. There's some saying about that, but yeah, I was selling at Appirio and I had a sales team and I had just got promoted to be an AVP, which I thought was like the coolest thing ever. I mean, I thought I had made it, thought I was like a made woman. And then behold, we did a major organizational shift and we had been having some trouble in marketing. And so our CEO came to me and said I want you to come over and help me with marketing, and I said, well, I don't know, I'm AVP of the west. And he goes, well, no, you're not anymore. You have to pick a lane. What do you want to do? And I had shown initiative as a sales leader in creating a field marketing team. So, we didn't have a field marketing team. And I felt passionate about having that. So, I had shown initiative and done that. I had shown initiative around creating a value engineering model that became a really important sales play for us. I had shown initiative around creating an inside sales team because we didn't have one. And so I kind of just made it up as I went along and as issues arose or opportunities arose I always said, why don't I go do it? I don't mind doing it. So, I was sort of known as that person, that busy body I suppose. And so he kind of convinced me and I said, it was kind of interesting though. I said, will I be the CMO? And he said, no, never.
Laxman Papineni: Okay.
Latane Conant: He said, you have no experience and you do not have the pedigree to ever be my CMO.
Laxman Papineni: Wow.
Latane Conant: And I remember just crying, it's like, you don't want to ever cry in front of your CEO, but I did that, or just bawling being like, really? Why should I do this? And he is like because I'm asking you to and so I did it and I proved him wrong. Never say never, I guess. And lo and behold ended up becoming the CMO at Appirio, but, the path is never straightforward I suppose.
Laxman Papineni: Wow. What a story and very interesting. And if you had to do this again, would you be brought on the same path, like in sales first and then marketing, or would it do it differently?
Latane Conant: I would, you can't go back with regrets. The only job I would say that maybe I have regrets over is, I worked in corporate strategy at Walgreens and it was so boring. I could do my job in two hours and then I was just sitting there. It was terrible, but they relocated me to Chicago and I met my husband. So, I would've never moved to Chicago had it not been for that job. So, an amazing husband, two kids, and a great family. So, I suffered through being bored out of my mind and having to wear pantyhose every day.
Jared Robin: I had short hair for seven years and the length of this beard would never have been accepted when I was at FedEx, which sounds exciting compared to what you went through, but the pain. I remember needing some excitement and that's why I moved to tech as well. We all have our stories I think.
Latane Conant: I hate being bored. So, that's kind of my thing is like don't restrain me, give lots of rope and I will go and run and do what needs to get done.
Jared Robin: I could empathize with that. Like I kept thinking like the structured way of me thinking was like, I feel like I'm not exercising my ambition here. And I just want to be put in a place where I feel like I'm exercising my ambition and simply put, I'm like, there's a ceiling. And, I don't want to go down that path, but like, proverbially or literally and there are slots along the way. And each slot isn't that interesting, but anyway I disagree. So, taking the CMO, you start as a chief marketing officer. Now you're a chief market officer. I want you to unpack what that transit was like, why you call yourself a chief market officer, changed the title, and stuff like that. And how that helps with alignment, like coming up as a young founder, alignment is 99% of everything. So I'm curious to hear from your point of view.
Latane Conant: Yeah. So I mean, one of the things that we've believed in, in a big way, since our founding at 6sense is empowering women going back to our founder. And so we do a lot of things around empowering women. And one of the things that we do is a retreat for CMOs to share and learn. And it's all women, and it's all amazing CMOs. And I was relatively new to 6sense, my second week at 6sense was running this conference. I'm running this conference with all these big-time CMOs, I mean, these are big-time CMOS, it's Maria Perino, it's all the name brand of big-time CMOs, and then little old me. And one of the sessions was about, are you a chief marketing officer or a chief market officer? And what the difference was, and marketing often is about doing all the things, like, you don't call it a chief financing officer, you call it a chief finance officer because he owns the domain of finance. And so this session said, women CMOs, you need to own the domain of the market. And if you don't get the market right, all of your aims don't matter because it's not even going to reach the right audience at the right place. And fundamentally that is the job. And so you need to start showing up that way and you need to start leading that way. And I thought, oh my God, I want to be a chief market officer so bad. And I was taking all these notes, and we had Jennifer Johnson talk about category design and all these things. And I was like, oh, my gosh, am I a chief market officer? And the reality was, I wasn't, I mean, A. I just started and B, I was running around doing all the typical things. But was I the voice at the table that knew the market? Was I helping us shape where we go in the market? Was I shaping the narrative in the market we want to own - I couldn't say that? And so I just made up my mind that I was going to be a chief market officer, but I wasn't going to change my title until I felt like I was living up to that role. And so it took me about two and a half years to feel like I was living up to the role. And we repositioned our platform. It was coming out of a lot of work. I had done with the analyst to kind of shape their point of view and how they perceived 6sense. It was publishing a book. It was all of these things. It was doing the TAM analysis and helped us know which markets we should go into. And then it was participating a lot in our funding process and how we shaped the message to investors and the category that we're in and how we're shaping that. And then coming out of that funding round our series C, I was like, I think I can do it now. I think I've lived up to it. And so that's when I changed my title to the chief market officer and I try to live up to the standards of that title every day.
Laxman Papineni: Wow, nice. And the first big thing I don't say it's whether it was an initiative or it was already planned for the conference with all the big CMOs. That was the first thing that you just said that you did. And so when you joined 6sense, like back in 2018 as CBO, what was the big thing that you wanted to do? And probably these were the possible early days of ABM. How hard was it to help customers pick that ABM mindset?
Latane Conant: Well, the interesting thing was I kind of thought ABM was bullshit and I joined an ABM company. So I had some reconciling to do with my definition of ABM. Just because you're in a category, doesn't mean that's everything that you do and necessarily how you define success for your clients. And so for me, it was, I need to be customer zero of success and I need to write the playbook, not on the, and the buttons and, and how you set things up, but the strategy for how you create predictable revenue using data and using insights at majority marketing and selling, something like 6sense guesswork. And it's not blind guess like it's, it's educated, but typically if you think about running a sales play or running a marketing play, I did this campaign at Appirio and it worked awesomely. So, now I'm going to do it here, why three years later is a different audience, but that's what we all do. We ran this last year and it worked well, or I did this at a past company or, we're all limited by our own experiences. And the data that is right in front of us. And that's not the reality that we live in. We live in a reality that exposes tons of tons of data about our market, I call them revenue moments. And if all of a sudden I'm sitting on top of all of these revenue moments that can inform a much different strategy and reality for me and the sales team, I better do it. And if I don't do it, no one will. And so that was kind of the premise of no forms, no spam, no cold calls were, hey if we use these insights we can fundamentally up-level the experience for our prospects who are future customers. And I bet we'll win more often and I bet people will pay more to use us. And so we just played that out and we went all-in on being a victim of our success. And, here we are almost four years later, we've doubled every single year, we have 130% NRR. We have an industry-leading CAC or magic number. And I attribute that to data doesn't lie, insights don't lie, and really being all-in on this approach of using data, but also putting the customer or the prospect first in every interaction, every tactic, everything we do.
Laxman Papineni: Love the customer zero approach.
Jared Robin: I love it, and as others are coming into your space this is just a comment like you all are fending them off like, because you have a superior offering and, can you unpack like that? Like purely curiosity, like you have some big others in ABM that are doing pretty well. How do you remain at the top?
Latane Conan: So, we use a strategic planning framework called V2, Salesforce used it. And every single year, first of all, it's not by accident. We're executors and we're operators, all the leadership team. And so we sit and we do something called risk storming. We write the press release that we want to be able to put out in a year together. And I think of my leadership team, the people who are my peers, those are my first team. It's not the people that report to me, my first team and the most important team are my peers. And so we go through this exercise and we say what we need to do to continue to change our business, not run our business. And we're very humble and hungry about where we are always. And so coming out of exercise, we typically have anywhere from five to seven top priorities to change the business. And one of them is always around a competitive mode and a competitive mode in technology moat and that's critical for us. And our biggest differentiator is our data and the quality of our AI. It's a lot of work to change. So, to change for something that's 30% good versus something that's 90% good. You want to go with the thing that's 90% accurate. And so that's a big part of our strategy. We also quickly, I think, early on saw the importance of bringing sales and marketing together. So, we have the leading sales engagement side, or sales, intelligence aspect of our platform. And our customers are thriving and happy. So, the number one priority the last few years has to do with delivering value. Because we're not doing this for our health. This isn't like a cool pair of sneakers, just to feel cool wearing them. This is so that people get promoted and can feed their families like this. That's what we're doing. And so we want to make sure that there's a clear value from this strategy and the technology. And so every quarter we do something where we look at data across all of our customers to see what's the value and over and over and over again, it's consistently two times higher ASPs, anywhere from 10 to 40% better conversion rates, same sort of ranges for cycle times. And that's like board-level stuff. That's stuff that people on your board will flip out about doing. So, that helps too, it's a virtuous cycle in that we're making customers successful. And then they want to do more with us as well as tell people about it.
Jared Robin: I love that, do right by your family and do right by your board with your tool, right? It’s incredible now looking at your journey to where you're at. I'm sure you've had some and specifically while being CMO, I'm sure you've had some like ebbs and flows. I'm curious as to maybe a couple of successes that you're proud of, a couple, learnings, we'll call it that, you could admit, and you've learned a bit from.
Latane Conant: This is more of a funny one, but I can laugh about it now. So, when I started at 6sense, we had one marketer and I, and so then we've had two or three, but small teams, everyone's doing everything. I'm writing a blog with one hand and trying to set up stuff in the market with the other hand on a conference call or podcast on the third. So, right. All the things. And we had a program for customers because our tagline is know everything does anything because that's the whole AI thing. Like if I can put the power of AI behind every sales and marketer and they know everything they need to know about their customer’s prospects, I know they can do anything and be very successful. And so that's kind of our brand promise, right? So we wanted to roll out something for customers. And we said, well, what does a customer advocate look like? And we said, well, they're knowing and doing, but they're knowing and doing, and then they're teaching. So, what's something that like not, and so we came up with this whole concept of a 6sensei, and a 6sensei knows everything, does everything and then teaches others. And so we're like, all right. So, we created all this swag around it. And one of the things we do is if you were a 6sensei, you got a custom bobblehead. Anyway, it was a cool creative program. And so we had 37 new 6senseis’ that we wanted to send a big swag box to. And so rather than send the email to the 37 people to claim their swag, we sent it to the entire database and, oh, my word people I'm telling you if you're low on leads one month, just tell everyone you'll give them swag because we've never had, I've got a response. People came out of the woodwork. And, what was weird was they were so like that they got the email, like, why did, I'm on the unsubscribed list, blah, blah, blah. But where's my swag? And I'm like, well, which one is it? Do you want to subscribe? Or you want this swag anyway, it was just like one of those moments where you're like, oh my God, I'm such a screw-up. I can't even send an email out
Jared Robin: Claim your swag by doing so you resubscribe.
Latane Conant: Anyway, so that we can laugh at it now, but at the time it felt like a huge deal.
Laxman Papineni: We all had those moments and the initial list was sent out to the entire list.
Latane Conant: Yeah. Yeah. We all, I honestly think we should write like a funny e- book on it because I bet we could get so many people that could give a horror story.
Jared Robin: I found you have to deal with it with humor as much as possible. So somebody fished as me to our whole database saying like call them up. And like, it was not my fault at all. But after the 15th person came to me, one to one, I'm like, we need to do something about this. Because, there's another 1500 maybe that aren’t saying anything like this is not good. So my co-founder does like a Tinder swindler reference if you've seen the popular Netflix show and it's like, Peter hurt send money. It's like, so obvious that it's a scam. It's like, no, just kidding. Don't do this. And everyone's like, yeah. Okay. Like, this is awesome. You have to be right. Like HBO did it once where they're like yeah, our apologies for this empty, like, hello? It was the intern. No, but it is, but we're treating him with kindness and helping him out so next time he doesn't make that mistake.
Latane Conant: You have to own it.
Jared Robin: What about success as well? Like something that maybe was a risk or something that you planned that went well and that like, you really can hang your hat on.
Latane Conant: I mean, great marketing is about taking lots of risks. I love taking risks. I was a BDR for a day and realized just how hard it was, how hard it is and this and that. But it struck me how hard it was and how badly I sucked at it. And so three years ago we declared that we were going to have a BDR appreciation week, every week. And it was one of those things that could have been like cricket, like, okay, that's kind of weird, whatever, or could have turned into a thing. And, three years later it's like a hush. It was just a couple of weeks ago with people going crazy for it. And we had an award ceremony this year and tons of our customers had watch parties all over the world to vote for their BDRs. And it was just so fun and rewarding. So that's been fun to watch grow and build. The other thing is the CMO community that was a COVID baby. I mean, some people got a puppy. I got a community because we were on a breakfast roadshow, CMO roadshow tour, and couldn't do that anymore. But I wasn't going to be down and out. I'm like, we're moving, and we went city to city virtually, but then we kind of realized that we could do it every week and no one wanted to stop getting together. And so we came up with a kind of a winning format for CMOs, all like the most relevant topic, voted on by them. We just come together formally and jam. And it's 1700 CMOs now and we just raised $11,000 for Ukraine and counting. So it's just an awesome community that nurtures the whole person. And I don't know, it's been very, very rewarding getting to know so many fabulous CMOs, learning. I love learning. So every week I get to learn from the best and the brightest.
Jared Robin: No, I love that. Lax, I don't want to hijack too much here.
Laxman Papineni: No, go on, it's very interesting.
Jared Robin: But you mentioned Ukraine and outside of this being a big cause close to many folks' hearts in the whole war there, unpacking how social impact impacts the marketing and the brand of companies in public. We talked about Nike with the color Kaepernick, black lives matters, how they took a certain stance in tech. It's been a little lacking to be like that much, but, now like throughout COVID, it seems like people have really stepped up, above and beyond. How has that responsibility impacted how you market and because you are the chief market officer now, this is probably big.
Latane Conant: And I guess I feel, and this is more of a person like our stance is to always think about what can we do, not what can we say? And so we don't always change our LinkedIn colors to whatever it is or post about it or but that doesn't not, I mean, we're not figuring out what we can do. And so we ask two questions: what can we do and how can we help our employees in these types of situations? And, we act now. I think whether or not you say something depends on a lot of things. I think that if you're a CEO who has a personal experience with that issue coming forward with a heartfelt story is great. But I think if your CEO doesn't, if your CEO has never been an African American male, him trying to identify that he was one feels a little bit off. Right. And so it's just about how we be authentic to who we are? How do we prioritize action and how do we prioritize our employees? And sometimes we make statements and sometimes we don't, just sometimes it depends. And I don't think there's a right answer. I think we're all learning this as we go.
Jared Robin: Certainly important in ways, weighs on me all the time. Cause as a company, you are a brand whether, or there's a technology behind the brand or a pair of sneakers and, and today more than ever people buy from sure. Technologies that could help them, but also brands that they trust. And that's, that's part of the community, like uprising there's a reason why everything goes hand in hand. Right. and part of that trust is being able to be there for the people in your space as humans first and foremost, and hit them all around, not just nine to five because guess what? They might not be using your, product nine to five because they're in a bomb shelter now, or, I mean that I don't mean to go so in-depth, but like, what I mean? So it's important to be responsible and your brand is going to benefit because people are going to trust you like humans.
Latane Conant: Yeah. Whether we did, we had our customer conference in Austin, and again, we are, we're big believers in supporting women. So I opened with a $30,000 check to Anita B, which helps get underprivileged women started in tech. I didn't write a blog about it. I didn't post a million times on social media and maybe that's wrong, but we did it. Yeah. And, every week our employees vote on the charity they want to donate to, and we donate every week to a charity.
Laxman Papineni: Wonderful. Yeah. All good things come out automatically. You don't have to buzz or brag about them, but that's a wonderful thing. Latane you are raising funds for the community of Al, the symbol and materials.
Latane Conant: Yeah. So there's this quote by Margaret Thatcher where she says - being in charge is like being a lady. If you have to tell people you are, then you aren't. And that's, I guess, how I feel about this.
Laxman Papineni: Oh, wonderful. And changing gears a little bit back to the stories. And so you had your fair amount of success and learnings and all that stuff. And you're such a successful leader now and have created a name for yourself. Where do you attribute most of this success to? And what would you advise the upcoming latest in the marketing space?
Latane Conant: I think that just always you should never be too busy to learn.
Laxman Papineni: Yeah.
Latane Conant: I think especially if you're in a high-growth tech environment, the riskiest thing you can do is stop learning. And so, we talked about the jobs that we were miserable at, right. So like find a place, find a boss, find a product, find a community that allows you to learn and try something new and grow. And if you do that, you'll be unstoppable. And so I think that's probably the biggest thing for me is I love to learn and try new things.
Laxman Papineni: Wow. Love that work. You are never too busy to learn.
Jared Robin: I just read your Forbes article on PLG and we spoke both before we hopped on the call about it. So, the next question, the line that stood out and it's the line that you used hype because the title of this is the hype is real. It's just coincidentally, but you said, I swear to God, I don't control every single article to look for commonality with certain things, but I think beneath the hype, we find the same thing. And so this is the more I learn about PLG, the more I think that beneath the hype we find the same thing. It's just good marketing, if you want to unpack, PLG and how marketing can take it forward?
Latane Conant: Yeah. So first of all, I am not a PLG purist. I am a PLG Hijacker in that I think, just like anything you take the purest form and then you apply what works the best for you and your company and the things that speak to me about PLG are, first of all, experience. So how do I bring an amazing product experience as forward as I can? And, the book I wrote about no forms, well, why would I want to put aspects of my product that create value early and are going to get people excited? Why would I want to, why wouldn't I want to expose that? Why wouldn't I want to bring that forward? And there are lots of creative ways to do that. And so I think if you're not thinking about that as a marketer, probably something to think about. I know I am, we're launching, and I call them a product snack who doesn't like a snack. I freaking love snacks. Everybody likes snacks. And so, now one of our objectives is a certain number of snacks, every quarter to get people excited about using 6sense and what we can do. So, why would that be a bad idea? That sounds like a great idea. Whether you call it PLG or whatever, like let's keep people pumped about what we do and get their hands on it. So, they can experience it. The other thing is it speaks to users and drives adoption. And marketing's role in the life cycle of the customer because with PLG you don't get your money until they're using an option a lot. And so marketing takes on this new role in PLG, which we probably should add all on by saying great, that we landed you. How do we get you to continue adopting? How do we get you to tell your friends that our app is awesome and they want to use it? How do we get you enough value that now you want to pay and you want to pay more and you want to upgrade? And so you can think, oh, that's PLG, or you can think, gosh, and we covered this morning on, on coffee, and talked about a bow tie funnel. You can think, yeah, that's, I need to be thinking about this back half and all of the amazing things I can do to enable better retention enable NRR. I mean NRR is hotter than PLG. That's the root result of PLG, right? And that's what investors want. Investors don't want PLG. They want a good NRR. And we could have a big role in that. So, those are some of the things that I think are cool about it and, and we're adopting herein, into our motion.
Laxman Papineni: Cool, wonderful, and very interesting name.
Latane Conant: One more thing about PLG that I also, like, I think that marketing has always sort of thought, oh, I need to be best friends with sales, and it's about marketing and sales alignment, which it is. But, I started by saying like the executive team is my first team. You can't just be aligned with sales. You can't just be aligned with customer success products. And what I like about PLG is all of a sudden the market and product need to work much closer together to say, this is where they're stopping in there, how do we iterate? How do we make this product together based on market feedback? Because the market feedback is that they progress or they don't. I mean, it's the most straightforward form of feedback they vote with their usage. And so I think that's cool. And again, as a chief market officer, I think the closer you get to being best friends with a product the better. And you talked about that, Jared, you talked about how it is a success, continuing to be successful and leading, it's because we rolled out 50 major features last year and these aren't like a new filter. I mean, this is like a whole new module. There's only so much I can do on the inside. There are so many blogs I can write. There's so much paid or organic in the market and we don't have a good product and 18 months will be toast, that's how it is.
Laxman Papineni: Wow. Yeah. Some good insights on the PLG side. And that's a very interesting name for your book. No forms, no spam, and no cold calls. Can you give us a little scoop on that and tell us about the modern ways of selling and marketing because we are kind of throwing these traditional tactics?
Latane Conant: Yeah. So, again, I wanted to be a chief market officer and then I'm in this like MarTech world and everything is an intent data company, the anonymizer, this, that the other like so many buzzwords getting tossed around ABM, ABX, AB whatever AB I don't know. And I just was like, what is this all about? Like, what is it all about? And I come from customer experience. So, at Appirio, I mean, essentially what we did is we help people reimagine their customer experience with cloud technology, and so I was like, and I believe, every company I've worked at, I believe in what they're doing, probably over believe, but that's my job. And so I believed in what Appirio did and I'm like, I really believe in that, how can I apply what I'm good at? And I know this crazy landscape of MarTech with everyone shouting about their Bailey wick or their, boot de Bob or their red button that triggers a blue button,? And, that was when I had this epiphany that if we believe we have superior data, which we do, we should be able to develop a superior experience. And if I can prove that and then I can share it, that's going to make our customers a lot more successful. And so that's what we decided. And I said, what, let's talk about the typical marketing tactics that people do, demand gen people, a demand gen engine, setting up demand gen engine its content to get an email in your database to send them to nurture, to make sure they hit enough pages on your website that you can score them a certain way and throw it over to sales. I mean, that is a demand gem engine that is not generating squat. And so, and as a customer, I don't want to fill out a form. I certainly don't need another email. I have 71,000 unread emails right now. So I am not reading any emails and I don't want to get cold-called, if someone calls me during the middle of the day from an 847 number I pick up because I think it's my kid's school. And then it's someone trying to sell me something and they've given me a small heart attack because I think my kid's school calling, like that is not a good experience. That's a scary experience. And so I'm like we can do this differently. And that's what we set out to do. And that's what we did. And then, I wanted to write something very pragmatic. I think a lot of people can quote Topo, or Forrester, and kind of regurgitate research or maybe even do their research. But I wanted something that just helped people do their jobs better. Because that's the kind of book I like. And so I tried to share - here's the template we use. Here's the process we use here. Here's what didn't work. Like you learn way more. I call it cautionary tales. You learn way more from cautionary tales than from amazing results. So we just tried to put it all in one place for people.
Jared Robin: I love that, and thank you for doing that whenever you could truly help others from writing something. It's amazing how as we close out I have the last question. I think Lax might have something quick, but you're inspirational. We appreciate having you on here so much and I think it would be awesome to have others understand what makes you, what do you do to help you on your journey, to get to where you won't do every day to, to help you win that day? So to speak, take it any way you want.
Latane Conant I think that at my core, I am creative so I always have projects going on, either at my house or in my yard or like I love to create beauty. And that, I don't know whether it's the perfect outfit or a beautiful dinner party or flower arranging. I'm very girly. You can tell, but I own that. And I love to create beauty. That's up in the morning and my husband's like hush, you have an idea and I'm like, I have an idea. I'm going to do this theme. I'm going to do that. I'm going to do that, I love throwing parties. I just, I don't know. I thrive on creating an awesome vibe. And so that's in the, a design that's in, my yard that's in cooking and sharing meals. And I don't know, I just love that. So, that's what makes me tick.
Laxman Papineni: Wow. Love that.
Latane Conant: I’ll have a party sometime.
Jared Robin: In Chicago or Chicago suburbs
.Latane Conant: Yeah. Chicago suburbs, anyone can come.
Laxman Papineni: Absolutely.
Latane Conant: Just let me know. Because I hate to run out of food. I have a fear. Some people have FOMO. I have FORO, fear of running out.
Jared Robin: So, on my little personal trip my sister and brother-in-law all went to Wisconsin, the university - a lot of their friends are in the Chicago area, including my brother-in- law's family. And my first realm into the startup world, the only other salesperson in the company we're talking about 10 years ago lives there that I haven't seen in a year. So, don't be surprised if you get a knock on the door, there will be me.
Latane Conant: All good. And I love Wisconsin too. I love all the lakes in Wisconsin too. So either one.
Laxman Papineni: Wonderful, wonderful. Yeah. Hopefully, we'll get a chance to meet you. And yeah. Yeah. I'm going to take the last one. So slowly closing up Latane. So this is about the recent acquisitions, a lot of acquisitions that 6sense announced with the last two bigger rounds, what does that mean for 6sense? And what does it mean for their marketing?
Latane Conant: So the first one is, one of the things I talk about in the book is just how MQLs are just completely ridiculous. And I've always had a quota for the pipeline. And so I've always created and managed a pipeline quota and the best way to never miss your revenue target is to never miss your pipeline target. So, I think marketing has a role in future-proofing bookings, but it's pretty hard to come up with the right target. Mark, the head of sales, gets to the target from the board, hits this booking, I have to take those bookings and decide, well, where does it break down from the pipeline? What assumptions am I going to make around conversions? And what's the timing of when I need to create that. So it comes in at the right time. It's pretty complex. And then that's one whole complex thing. Then I also need to know, am I on track this week to hit it? And so the first acquisition that we recently did is a pipeline intelligence solution that provides two models. One, what the plan should be and takes in all this data to tell you, and then two, are you on track, and are you forecasted to hit your plan? Because if you're not there, you could do stuff now it's too late at the end of the quarter to try to, to do something. But I have, I can work with Mark and we can fix it now, so we never miss a quarter. So, that's one. And it's funny whenever it's an acquisition that I like, when they give a demo to me and we're thinking about buying them, they don't let me go on video because I get so excited. I'm like, yes, that's awesome. And they're like, you're going to screw up our negotiating power. So, that's one, the other one is.
Laxman Papineni: So, I guess video off is a good sign.
Latane Conant: Yeah. Yeah. That means that I'm like, I'm like, oh my God, I love, and like I love this company. I love everything about them.
Laxman Papineni: That is a great tip.
Latane Conant: And then the other one there's three, the other one is not only contacting data, which is critical. Because it's one thing to know an account in the market, but whom am I going to call? You eventually have to know whom to call and whom to email, so it's contact data, but then what's more interesting I should say is its technographic data, but the way they do it is predicted too. So they can predict when renewal will happen, they can predict churn on their technographic data. So, I could say, oh, you're one of my competitors. And you just signed a three-year deal. I'm going to start reaching out a year in or whatever. What did I mean? So it kind of allows you to, especially if you think about longer sales cycles and things like that. And then the last that we're going to be announcing more formally on April 20th in our future is now the event is AI email. So, you pretty much reduce all these in-market accounts, but, my whole philosophy is you treat an in-market account like an inbound. And so how do we make sure we're getting speed to first touch the quality of the first touch taking in all of the buying signals about who the buyer is, what their preferences are, where they are in their journey, their intent data, and crafting on an amazing initial first experience. And that's what this AI email solution provides.
Laxman Papineni: Wow. Wonderful. Yeah. Pretty cool. And one last question to end from my side is one guest that you did recommend to be on this show. Whom would that be?
Latane Conant: Just one.
Laxman Papineni: We'll be happy if you have a big list
Jared Robin: As many as you want to say, Latane
Laxman Papineni: I know you have a list of the people in the community.
Latane Conant: Yeah. Yeah. I can't pick one. I'll email you a few after.
Laxman Papineni: Wonderful. Wonderful. Thank you. This is awesome. Nice talking to you, Latane. I love the energy. It's infectious.
Latane Conant: Awesome. Well, thanks, guys. Have a good day.
Jared Robin: We're your biggest fans.
Laxman Papineni: Thanks a lot. Thanks for being on the show bye.