Revolutionizing Business: How RevOps and AI Are Shaping the Future

Join us for an insightful discussion as we explore the evolving role of Revenue Operations (RevOps) with special guests Amy Cook and Ryan Westwood, founders of Fullcast. This episode is a unique opportunity to understand how RevOps is redefining traditional business operations by aligning revenue growth with organizational efficiency. Amy and Ryan share compelling insights from recent surveys, illustrating how the RevOps role is increasingly elevated, often reporting directly to CEOs, and navigating the priorities of both CROs and CFOs. This dynamic highlights the growing strategic importance of RevOps in influencing both revenue and margins.

Discover how RevOps is emerging as a crucial function for eliminating silos and ensuring alignment across sales, marketing, and customer success teams. Amy provides her perspective from the marketing side, emphasizing the transformative power of collaboration in breaking down old bureaucratic structures. Meanwhile, Ryan discusses the critical role of technology in managing sales territories, commissions, and forecasts to enhance the well-being and productivity of sales teams. Together, they highlight how fostering a silo-free company culture can lead to greater efficiency and success in achieving business goals.

We also explore the strategic vision behind Fullcast's recent acquisitions of Comissionly, EBSTA, and Atrium, aiming to build a comprehensive revenue operations platform. This move from fragmented solutions to a consolidated ecosystem addresses vendor fatigue and enhances efficiency for Chief Revenue Officers. Listen in as Amy and Ryan share their approach to integrating sales planning, forecasting, deal intelligence, and commission management into a unified platform, underscoring the market's evolving digital maturity post-COVID. The episode wraps up with a look at the transformative potential of AI technology in marketing, sales, and brand unification, and the exciting expansion towards an AI agency. Don't miss this engaging conversation filled with strategic insights and future-focused ideas.

(00:04) Evolving Role of Revenue Operations Leader

(10:18) Strategic Empowerment in Revenue Operations

(21:25) Building a Comprehensive Revenue Platform

(31:32) Expanding Benefits of AI Agency

Transcript

SPEAKER_02: 0:03

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: 2:01

Thank you so much for having us. Really appreciate it.

SPEAKER_00: 2:04

Yes, thank you for having us.

SPEAKER_02: 2:06

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: 2:40

Go ahead, Ryan.

SPEAKER_00: 2:42

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: 3:50

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: 4:38

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: 5:06

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: 6:34

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: 7:14

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: 7:37

That's right. They know where all the bodies are buried for sure.

SPEAKER_02: 7:40

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: 7:56

Yeah, I mean go ahead, Ryan.

SPEAKER_00: 7:58

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: 9:11

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: 10:01

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: 11:28

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: 12:09

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: 13:56

Gotcha. What's your take?

SPEAKER_00: 13:57

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: 16:07

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: 16:38

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: 17:41

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: 19:09

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: 20:23

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: 20:40

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: 20:50

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: 22:12

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: 24:33

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: 25:22

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: 25:48

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: 26:39

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: 27:09

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: 27:41

That's right. So we think of it as plan, perform, pay, and plus.

SPEAKER_02: 27:47

Plan, perform, pay, and plus. Okay.

SPEAKER_01: 27:49

Yeah, plus is the HRM because we're plus in all of the analytics and the dashboards.

SPEAKER_02: 27:55

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: 28:05

Right.

SPEAKER_02: 28:07

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: 28:20

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: 28:58

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: 29:53

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: 30:25

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: 31:21

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: 31:42

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: 32:18

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: 32:32

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.