Christy Marble, CMO at Pantheon, on Increasing Revenue Through Data-Driven Growth Marketing

In this episode, we're joined by Christy Marble, CMO at Pantheon.

Christy has over 25 years leading data-driven marketing strategies that deliver market share gains, significant revenue growth, and ROI. She sits down with Michael Pollack and Sarah E. Brown for a discussion on prospecting, digital transformation, and how COVID-19 has changed how she thinks about data.

Show Notes

On delivering an engaging web ops experience

"At [Pantheon's] core, we're focused on making sure that the people who need to build websites love Pantheon. We believe that by delivering that type of experience in our platform, we'll be able to influence buyers who may not ever enter the platform themselves." (09:54)

On keeping up with the constant evolution of data

"I definitely like to go out and test. I'm a big fan of in-market testing. But I like to be constantly testing and watching and learning, and I do lean a lot on my network for that." (19:04)

"[Everything] comes back to that Ideal Customer Profile. And we look at it in two ways: We look at the end users, and then we look at the buyer type of profile. And then you have to ask – who's influencing the buyer?" (10:50)

"I'm focused really on making sure I have the right data, end to end, and getting from the outside world what I need to [transfer] to my growth marketing strategy." (20:38)

On the rate of digital transformation catalyzed by COVID-19

"I definitely think the pandemic has accelerated the pace of digital transformation. Companies who thought that they could run on the long, cumbersome roadmaps and big enterprise initiatives learned pretty fast in March or April [that wasn't sustainable]." (25:04)

Full Transcript

Michael Pollack [00:00:09] Hello, everyone, and welcome to Selling in the Cloud, a podcast about the business of cloud sales and marketing brought to you by Intricately, the authoritative source of digital product adoption, usage, and spend data for sales and marketing teams. I'm Michael Pollack and I'm here with Sarah E. Brown. And we are your co-hosts.

Sarah E. Brown [00:00:39] Today in this episode, we're speaking with Christy Marble, the CMO at Pantheon.

Michael Pollack [00:00:43] I'm really excited to jump into it. Should we hand it to Christy?

Sarah E. Brown [00:00:46] Let's do it. Christy, welcome to the show.

Christy Marble [00:00:48] Thank you. I'm happy to be here.

Sarah E. Brown [00:00:49] Tell us a bit about your background and a brief history of how you got to where you are today as Pantheon's CMO.

Christy Marble [00:00:55] Oh, gosh. I'll try not to start at the very beginning, but when I graduated from undergraduate and got into the workforce and got into big businesses. I actually ended up maybe accidentally in marketing. But it's a fabulous fit. My background undergrad was sociology, because I really like to kind of figure out how people work and how groups of people act together. So the concept of getting into marketing is perfect because it's really just about the audience. And that's what has kept me going for years and through really my career. I think that's maybe a little bit of my secret sauce is uniquely really thinking about the audience of whatever company I'm working with. It's always about the people.

Michael Pollack [00:01:34] I love that, and I think that a sociology background or just, again, understanding groups or organizations obviously critical in business – or marketing, that's one avenue we can put that skillset to work. But I'd love for our audience, maybe in your own words, to have you just explain what Pantheon provides. Some of our audience is familiar with web ops and understands that concept of what that means. But I'd love for you in your own words just to unpack that and share with our audience why that's such a big deal and what Pantheon is doing about it.

Christy Marble [00:02:04] Sure, sure. And talk about for me, having this opportunity at Pantheon is really the right thing at the right time, not only because the passion that our leadership team has about our purpose, which is the open web and providing access to the Internet for all and the power of that in the world, but also just because even for companies who who maybe prior to 2020, didn't see their website is so critical, they've learned how critical the website is to their companies. So companies that are, whether they're restaurants that maybe thought they didn't really need websites or it was just a page who now need to be able to have people come order, to the biggest companies in the world that really did recognize how important the web is. So I had the opportunity to meet our CEO and he just inspired me so much with the vision of the company. And what Pantheon does is – we are the fastest growing web ops company. We work with companies who, more and more, are moving to recognizing how essential their website is, the portal into their business, and in some cases their primary or only storefront. And so we really work with companies that are looking to drive results from their website, make a serious impact with it, and we empower teams. So one of the unique differentiators behind what Pantheon does is we empower teams to come together, cross-functional teams inside of the web ops platform and work across-functionally to develop, test and deploy website features in fast and reliable manners – not to be constrained by that kind of old, multi-monolithic roadmap where you'd plan out for months and months what your future changes were going to be to your website. Maybe you're doing a rebrand and you go into this freeze of development, maybe for months at a time where you could not take things, and then voilà, you'd have the big launch and and launch your rebranded website or your new experience or your new pages. Our clients don't do that. They can update page by page. There was a tweet just the other day from someone who was like, I just ran eight deployments on my website today. So that's the type of activity that we're seeing from our customers, is they're constantly testing and deploying what works for their marketplace, for the people that visit their websites and running improvements constantly. So it's a really exciting place to be. It's exciting to see companies spin up in twenty four hours, a website like Share Our Strength did when COVID hit to be able to activate communities to feed schoolchildren who relied on lunch programs. And so they were actively able to go across the United States, I think. And last time we talked to them, they had been able to deploy a billion lunches to students across the country who had been hungry. And they were able to turn that so fast from concept to reality when they needed to. So that's a non-profit example, but clients like Yale use us. You can see the changes that they have had to do to move to online schooling and other companies that you would think of more online, like a Tableau or maybe ACLU might not be one that you'd be thinking of. It's a nonprofit that has a huge presence online doing really important things.

Sarah E. Brown [00:05:02] It's incredible to hear those names in those different industries. And I think it'd be really great to hear more about how you think about your market at Pantheon and also how you approach reaching them as new companies, it sounds like, or new industries are constantly crossing the quote unquote "we need Pantheon" threshold. How do you think about finding your best prospects?

Christy Marble [00:05:22] Well, I'd say we're very fortunate in a couple of things, and that is the better way that was envisioned by our founders, way before I was thinking of Pantheon, they were a group of really young startup people running an agency and working on some political campaigns and community activism and helping them build their sites, and they got into these big organizations that have these big monolithic approaches and they were trying to turn things around really fast. If you're running a political campaign for a president, gosh, you have a pretty limited timeframe to get a lot of engagement and potential donations, but also voters, and to run that. And so they were in this mode of like, oh, my gosh, there's got to be a better way to do this. And that's what inspired Pantheon in the very beginning. So that part of Pantheon in digital agencies has really been the heart of Pantheon ever since. And so our partner ecosystem is really core to who we are and a lot of our success, a lot of how we go to market. We have thousands of digital agencies and agency partners that are helping organizations and companies in the United States and around the world deliver and rapidly deploy their web strategies. And so that has been a really important part of our strategy as far as the go-to-market and marketing standpoint. And we also have a direct sales motion and a big thing on the web. And when you have the purpose that we do, we allow anybody into our platform for free. You don't have to pay. You can come right in. You can build a website. You can choose whether you're going to take it live and whether you need hosting. You start with just a little bit of hosting and take it live. And then if you have your wildest dreams of success, we can scale with you and we can scale as fast as you want to. So that's something that really excites me, too. I imagine a day my children haven't done this yet, but I imagine a day when my son or daughter could come to me and say, "Mom, I created my first website and guess what? We used your company. I did it on your company." So that super inspires me. I get kind of little warm spot when I think about that.

Michael Pollack [00:07:20] I think that's awesome. As a parent, I'm a really small child and a 15 month old, and it's crazy to think that someday he could use anything I make or even be excited about anything I make. That's a crazy thought, but that's kind of far away from me. But I'm curious, and given that we have an audience who is marketing and sales centric, I'd love for you to unpack a little bit how you think about marketing to your audience, right. When you talk about some of the customers of Pantheon, they run the gamut, right? Huge not for profits, whether it's ACLU or large institutions like Yale. It would be nice if you could share – and you don't have to share specifics, maybe high level – but when you think about your ideal customer profile or your total addressable market or even how you approach, perhaps if you're doing an account-based marketing for some of those larger accounts, we'd love to talk about, you know, your business is unique in that you have this amazing partnership ecosystem. But would love to understand the structure of your marketing organization to facilitate and power some of that direct sales and how you structure that.

Christy Marble [00:08:17] We have actually three hundred thousand websites that are on the cloud with Pantheon. And so that kind of tells you the breadth of our marketing strategy. And so we have up and down, like I mentioned, the smallest; we have individual developers who are building their websites to come in and do that and we'll deploy. And then we have some of the biggest companies in the world who also have not just one website, but the web experience that we might interact with on a website that, let me use Concur, where I used to work. I'm not going to claim that there a customer, but where I used to work, you might come to their website and as the end visitor, you feel like, oh this is a great website, but you wouldn't know that there might be hundreds of websites that are actually underneath making that all happen. If you came in from Japan and ended up on the United States website, you might recognize that. But as you're moving into the community and different elements of the website like that, you wouldn't necessarily think about that. So even at Pantheon, we have more than a few websites that are powering the experience when people visit our website. So that gives a lot of complexity. But it also is a really fun marketing strategy to be piecing apart when you think about market making. And so I'm fortunate to walk in, and as I came in and we're trying to get my head around, who is the buyer, who's the end user? And that's one of the things I get really excited about in the task space that we're in, which is kind of the recipe for success and what I look for when I'm considering companies that I might be involved in. I'm always looking for companies that recognize that the user experience is just as important or maybe even more important than the buying experience. And we definitely have that experience at Pantheon, which is we're really, at our core, focused on making sure that the people who need to build websites love Pantheon. We live for that, and we believe that by delivering that type of experience in our platform, that we'll be able to influence people who are buyers who may not ever enter the platform themselves. So that's a really core part of our strategy is delivering for the heart and soul of our business, which is that end user, the web ops developers, and the designers who are in the inside of making that a fabulous experience and then tying that value proposition back in our messaging to the people who need to make that buying decision. So if you're just thinking that you're needing hosting, for instance, you'll miss all the richness that developers need to be efficient on a day to day basis, and that goes a lot into our storyline.

Christy Marble [00:10:47] But when we dig into what are we doing from a marketing standpoint, it comes back to that ideal customer profile. And we look at it in two ways: We look at the end users, that goes into our community, that goes into the open web, that goes into a lot of who's telling our story. And then we look at the buyer type of profile. So who influences the buyer? A lot of times it's the users. There's others in the marketplace. But we're looking at what are the title of the types of people who are usually purchasing Pantheon and how do we most effectively reach them and talk about our value proposition? That's called our marketing strategy, which means that we have a pretty involved analytics strategy and a pretty, I guess our martech stack is getting more complex and more complex, because what we want to be able to do is track people from the time they first are introduced to Pantheon, whether it's in an event right now – those are all virtual – or whether it's in a Drupal community or whether it's out on LinkedIn or social media, from the first time that they've made an interaction we want to start to deliver a fantastic experience and moments that matter to each of those buyers. And so we're really data focused, data-driven and documenting and tracking those journeys and looking at every opportunity that we have to bring value along the journey.

Christy Marble [00:12:07] So one of the first things when I came in that I focused on was, do we have a customer lifecycle? Do we have a journey in place? And actually, I'll tell you, this is the first company in quite a while that I came to that when I asked that I got a couple of "no"s from people, but then I talked to someone in our customer success side of the organization and they had it. And that was amazing. That was the best thing that ever happened, I think, as I've joined a company, was they said, oh yeah, let me show it to you. And often you come in as a marketer and it ends in the contract. And we actually had a customer journey that went from the first time that a customer thought about us to the backside when they're experiencing value. And so that was super exciting to me to walk in and have that customer success organization having had created that.

Michael Pollack [00:12:49] I love that. And I think therein when you talk about customer success organization owning that, when you look at what is increasingly modern web products today, customer success is much more of a verb and really focused on making customers successful and being kind of, whether it's the last step of marketing or the concurrent partner of marketing, however, you want to think about that – but I'd love to go back to a specific point. You raised three hundred thousand customers. What an amazing number, right. And obviously that talks to the ease with which you can just turn on and start using the product, right. And then kind of grow from there. When you think about your marketing organization today, obviously you have enormous inbound – people try the product, people kick the tires, they use it, they tell their coworkers about it. You have this enormous organic growth flywheel when you think about outbound or when you think about targeting businesses or saying, hey, this account in particular, we want to invest more energy in. And you talk about being data driven. I'm curious, is there data you wish you had? Is there a data that obviously you see enormous data about how people are using the product, maybe how much traffic they're getting? But is there data outside of that that you're like, wow, if only we had a view into this, it would make our marketing process so much more efficient, so much more focused, so much more prioritized. Is there anything that comes to mind there?

Christy Marble [00:14:07] Sure, I'm kind of a data addict, so. So now you've really dug right into my weakness. Maybe it's a weakness, maybe it's strength. I don't know. But I want to hit one thing. Three hundred thousand – its websites.

Michael Pollack [00:14:19] Excuse me.

Christy Marble [00:14:20] Yeah. I wouldn't want anyone to hear it and think, wow, that doesn't sound right. So as I mentioned, we have numerous customers out of hundreds, if not thousands of websites to so three thousand websites. So we have a lot of data inside of our systems and we're just working on some things, on the backend, on the customer side to really dig some things out there. But on the front end, what I've been doing in the last six months since I joined is really getting our arms around kind of what data we need out in the wild, because there's the data that you have and you can collect your customers. And then there's that data, when you're out trying to find others like your customers, how do you find the people that have that same data? So what I've been using really is we do use segment and things like that. But what I've really been doing is talking to my CMO network and reaching out to research and look at things on the web. And I think the panacea that I would love to get to is how do we get to that ability to predict purchase intent. So lots of people are on the web right now pulling things down the load forms, they're shopping, they're learning, but are they really in a buying motion? So I think that's the panacea that I'd love to be able to get to.

Michael Pollack [00:15:30] You know, just to chime in on that, I think intent is one of these things that everyone kind of wishes they had and I think intent in theory sounds great. I think when most of us think about our experience as a web consumer and you think about maybe the red sweater example, where if you look at a red sweater, once on one website, it starts to follow you around. And that's kind of like how most people think about intent. And I think conceptually that makes a lot of sense. I think for us in our business, we collect data about businesses' actual usage of infrastructure. And so it's interesting, a lot of our customers have challenges with intent because it tells you part of the story, not the whole story. Not to suggest that intent isn't a useful bit of technology, but I guess I'd ask you a question here, Christy, which is, as you think about intent, obviously you want to know people who are going to need to set up some version of a digital storefront. They could use the product, I guess. Is it other elements that may not be intent, but tell you about where a customer is on their digital maturity curve or if they've migrated to the cloud or how much they're spending on certain types of products. Are those pieces as valuable to you or really when you say intent? It's – I want to understand, are they trying to set up a store front? How do you break that out?

Christy Marble [00:16:47] I love that distinction because that is so true. When you're on the inside looking at all the data you know, so what do we do? We dig in and find out what's everything we know about the people who have decided to buy our products in the past. And then we try to take that information, build out what we think is our ideal customer profile, right. Maybe based on cost of goods sold or elements having to do with NPS or things like that to predict it, then we need to go take that out in the wild and try to find what information is out in the wild to find other people that are going to appreciate the value of what we bring. And you're right, it isn't just out there, sitting there waiting. You know, we're Pantheon. Tell us, send a big survey out there of people who think they might want to buy Pantheon in the future, but there are definitely variables. I'll call it that in the most primitive sense, that are most predictive of the type of people who would select Pantheon – we're on the open web. So we know, yeah, people who are on WordPress or Drupal, that's going to be a certain start for us. So that's just a real obvious one for us. There's so many other elements of their staff, like you said, people who are in the cloud, definitely my last three, three or four companies, that was one of the most important predictors, people who are consuming other cloud services, microservices, applications, and even to narrow down into an industry or a line of business on the finance side that they're doing that, or what types of apps are they using right now? Could be some of the most important predictive information to enhance the data strategy so that we can reach out to that information that we can find in the wild that will give us insights into who is most likely to be a great fit.

Michael Pollack [00:18:25] I'm curious to just ask one follow up question here, just to unpack that last bit there – the constant rate of evolution of data and insights that are available mean that a lot of times many companies don't even know what data they should be using or what data is available. You mentioned kind of leaning on your network of fellow CMOs and thought leaders in the space. How do you find or how do you as a leader, how would you counsel other leaders to identify the assets or the attributes that truly are the most impactful to your business, the ones that are outside of what you already know? How do you go about discovering those or what advice would you have for someone trying to discover those?

Christy Marble [00:19:04] Yeah, I definitely like to go out and test, of course. So I'm a big fan of in-market testing. I like to have a percent of my budget, usually it's about 10 percent. But I like to be constantly testing and watching and learning. And I do lean a lot on my network for that. So I'm in quite a few CMO networks, in fact, Sarah, I think that's how we were introduced. So I lean on that just to hear what other people are doing. And I like to, I guess I'm a bit fortunate that being in a company that's in San Francisco Bay Area and with me located in the Seattle area, I learn also from my friends and network, all the new cool companies that are coming along like yourselves. And I like to hear about them. I like to advise. I've been also consulting with FedEx Commerce and just hearing some of the latest newest things that companies are doing. And I like to be a first mover to try them out.

Sarah E. Brown [00:20:04] Awesome. Christy, how do you think about your tech stack and what are the most important elements?

Christy Marble [00:20:10] We have a pretty solid tech stack. We're still looking to refine some things, but we have Marketo and Salesforce and some new elements in it like ComDotty. So when I think of a tech stack, I think, gosh, there's been so much maturity in this space over the last 10 years in the martech stack, I think there's something like eight thousand. It used to be the martech five thousand, now it's the martech eight thousand. And so I'm kind of actually setting that, "look at the tech stack" aside. I'm focused really on making sure I have the right data always, end to end, and getting in the outside world what I need to pull through and my full marketing strategy, growth marketing strategy – but I'm really focusing now is on my web ops stack. And that experience, that's really the most important experience for us right now in growth. And for many of the CMOs that I'm talking to in my network as people are going through this digital transformation is our website. It's the one channel that marketers can really own and drive. And so that's really where I'm thinking a lot about right now, which is how do we deliver the right experience for growth? How do we continue to test to pull the right data through it and to deliver an experience that gets the right message to the right people at the right time on the website and the web experience through a digital strategy, so that's something when I'm looking at technology right now, I'm really looking at kind of where's the best thing to help me with A.I. and analytics right on my web experience. And how can I constantly be iterating that? I've kind of thrown away that big launch thing. I don't do that anymore. And our teams are really looking at day by day. How do we continually improve our web experience to surprise and delight?

Sarah E. Brown [00:21:51] You know, I love what you talked about in terms of what you see in the cloud is not necessarily intuitive. Right? An end user might go to a website, think it's just one website – you mentioned there's many, many things behind the scenes. You know, I'm curious, have you ever been surprised and you don't have to give a name if you don't feel comfortable. But, you know, wow, I didn't realize that industry would have such a need for us and become such a large customer. Or are there any insights that you think might be relevant to our listeners who are trying to understand the cloud landscape in that way?

Christy Marble [00:22:18] Yeah, the first movers tend to be surprising, and I'm a huge fan of Jeffrey Moore and Crossing the Chasm and company by company as a marketer, you know I certainly don't walk away with any customer lists or anything like that. But I see the same companies and different industries over and over and over again. And so you can kind of almost name them and you're going to find them. And that's where I usually maybe early I was surprised by those. And then I see some that that pick up right. That you're like, oh, now I can add them into that spot. Some of them are big, big companies that are not in the tech space. So I expect to see banks. Banks have been using data, the first movers in the data really early. So I expect to see them in the more sophisticated marketing strategies and embracing SaaS other than maybe concerns about privacy. But I think the cloud privacy train has kind of moved through. I think that I see in the new tech, right, the digital first tech, I think also those companies, it's hard to imagine that you could start up as a new SaaS or application-based company and not know that you can't build technology without also knowing your data and watching your data and looking at all the data that you can collect. So sometimes maybe it's the big manufacturers that you would think of in a space that didn't have customers back when banks were able to. Meaning if you're a Unilever or Clorox is a company, we have a fabulous case study with Clorox here at Pantheon, and so you would think of Clorox and you think, wow, I wouldn't have expected them to be in the SaaS space and really be innovative. Yet they are. In fact, I might not expect them to even have a customer base because they sell on the shelves of grocery stores. So how do they touch their customers? So those are some of the surprises that I tend to see that I super inspired by and I'm inspired by those companies that you would think you don't have to be a first mover. It's it seems contrary. So I get excited about that. I've seen Nike do some really cool stuff as well. So I guess those are a couple of examples that I watch and think it would be contrary to how I maybe stereotyped these companies with that in mind.

Michael Pollack [00:24:31] I'm curious in the kind of remote-first world we seem to be living in right now, I guess I'd ask you, has the pandemic changed your marketing strategy or approach or even how you think about data? We can assume websites at this moment in time may matter more than store fronts. We'll see if that will be the trend far into the future. And it may be. But I'm just curious your thoughts on somebody kind of living through this in real time and how you've approached it or how maybe rethought things you think you thought, given kind of what's happened as a result of the pandemic?

Christy Marble [00:25:04] Yeah, I definitely think that the pandemic has accelerated the pace of digital transformation. I think that companies who thought that they could run on the long, cumbersome roadmaps and big enterprise initiatives learned pretty fast in March or April. I'm sure they had their sock-in-the gut moments where I can't even imagine companies who were in the middle of a web transformation and were in some kind of code freeze with two months left to go. And they had, let's use the wild example. They were selling MRI machines to hospitals and they can no longer enter a hospital. And you're in the middle of a deal cycle – what did they do? Or you're a pharmaceutical rep who never had to be selling online and had to really quickly pivot to finding a way to bring value to your pharmacists or doctors who were making buying decisions remotely so those changes, those things that we thought like every time you go to a company, you learn that we don't do things that way. You know, you hear that we don't do things that way. I know that exists everywhere. But no, that's not the way we do things. We probably have them our own home. So those "we don't do things this way" – that has definitely changed. And it's changed over what we're a year in now, almost a year since the last time I traveled. I remember my last trip. It was in February of last year, probably because I'm near Kirkland, Washington. So I'm right in the hotbed of where we knew something was going on here and it was here in the United States two miles from my house. So I pretty quickly stopped traveling and my headquarters of my company were in Vancouver. So I was traveling up there every other week. So I'm not traveling in Canada anymore. So even in those where we in our company, where we thought at that time that developers needed to be together to have stand up scrums, guess what? We learned that we could get two screens inside people's homes and use Zoom really efficiently to do stand ups and effectively run our business. So I think that has really quickly diminished a lot of the way we thought things had to be and taught us that we can do things another way. I think that's super valuable and I think that it's been long enough to be way beyond a habit. Don't they say that ten days worth of exercise and you're starting to form a habit and by the time you're a month, then you pretty much have a habit, and you're going to get to the point where you wake up in the morning and wish you exercise the day that you didn't. And so we are in habit mode now. And so in that, like it or not, and as scary as we might like, my kids – we have a movie night that we do every every week and we each get to choose different movie. And my next movie coming up is Wall-E, which is my kids are like, Oh, Mom, but I really think we need to watch Wall-E again because we might have pivoted a little bit more the other way. I want to make sure that I'm not laying there being fed by a robot, but I can't imagine afterwards that I'm not going to put my grocery list on Alexa. And I think the same thing happens for all of us in the workplace, that this is accelerated, this change, this transformation, and people are no longer going to – like I can't imagine being a restaurant that didn't do takeout, like even the nicest restaurants deliver takeout now. And we have one in Seattle, Canlis, which is the oldest once-in-a-lifetime, you go to this restaurant and the things that they've done to transform for the community as well as the way they deliver their product, it's changed. School – we learned that we actually can teach our children remotely. We probably also learned that we don't want to do it, especially if they're kindergartners or third graders. But we definitely learned that we can and the quality can be delivered. And gosh, our teachers, it is amazing the growth mindset that our teachers have exhibited and the creativity that they've brought to our children, our university students. So some of those things, churches, even churches, like there are things that we probably never thought would be online that I feel pretty confident they'll be continuing in this channel for a long time going forward. Doesn't mean that they won't also enhance when banks launched ATMs, guess what? ATM activity went up and branch activity went up. That was a huge surprise. So maybe on the other side of this, overall, the value of community to us, not just digital, but human community, would that be a beautiful thing if human community kind of took a turn? So.

Sarah E. Brown [00:29:16] That's wonderful. So many things I want to comment on, first of all. And I am curious if you and Matt Hynes can wave to each other from your homes.

Christy Marble [00:29:25] We can't, but I love Matt. He used to host and I'm sure he will in the future. He used to host CMO meet ups and we'd go to the Columbia Tower, which is beautiful, like Columbia Tower – there's actually in the bathroom, there's floor to ceiling windows. And so you go into the bathroom, you can see all of Seattle. I don't know that the men's bathroom has that, but the women's bathroom, it's crazy. But he also always had bacon and that became a running joke. Like you'd come in and you go to this beautiful club and we'd sit down as marketers and there'd be 20 or 30 of us talking and sharing ideas and learning things from each other. And then there would be bacon. And what's better than bacon and marketers getting together, talking really nothing. But I know you're a vegetarian, so.

Sarah E. Brown [00:30:05] What I love is the sort of tie to revenue, right? Bringing home the bacon as marketers. This is great. I love it. This is great. So you know, our final question – then we'll take you out and make sure listeners will know where to find your work. What's something you wish your prospects knew about you that you think maybe they don't know yet if you could tell any of them listening right now.

Christy Marble [00:30:24] That is a really good question. I think it's really that we are so passionate about what they do and about the missions of their companies, and that when you're inside Pantheon and we get a story about a customer who's had an amazing success with their website or a program they've run has launched or that they've won an award or that they're going public for us, it's like our sisters are our cousins or someone like we're so excited and thrilled to be a part of that. Like it really, if you could see our flat panels lining up that we just love that. And I think that's important, like we really, really are about seeing our customers be hugely successful and achieve their missions in a way that's really hard to describe. I've never been in a company that is this inclusive and really this passionate and excited about the things that our customers do. And so I think that's why I just feel like this is such a good personal fit. For me, we are just so purpose driven, it's hard to find as an employee of a company, but and I know it's hard to find when you're selecting vendors. I know I've been pitched by vendors before where I really need them to help me with stuff. And they keep coming in and trying to sell me warrants, tell me more. And I'm like, you know what? I'm not using what you told me before. Would you just help me in life? And so I think I think we have something really special here that is really purpose driven. And I think that I love the technology. That's why we've chosen the open web. We really believe that people own their websites and they should be able to take them anywhere with themselves, like, you know, hold them hostage. If you choose to move your website off a pantheon one day or maybe have different security or compliance, that's great. You can go do that. You don't even need any help from us. And likewise, if you want to plug in tools and applications that are from anybody to improve the way you go about delivering an experience to your customers, that's what we're about. And we want to help people do that. We want to find partners that can do that. We want people to use best in breed, and we want new technologies that we haven't even been able to imagine to be open and able to be used on people's websites. So I think those are the things. It's wonderful.

Sarah E. Brown [00:32:46] Thank you so much for sharing your passion for both your customers and all of their missions, as well as your passion for data. We love that here. For folks who want to learn more about you and your work, where should we direct them to?

Christy Marble [00:32:57] Well definitely first to Pantheon, – don't mistake the .com. Yeah. So there's a little bio about me there and then I'm on social media, I'm on LinkedIn and Twitter, I'm pretty easy to find. You have got the old school names. I got my old name on there. Don't try to find me on TikTok because you'll find an embarrassing one attempt at a sideways video. So I'm there too.

Sarah E. Brown [00:33:26] Wonderful. Thank you so much.

Christy Marble [00:33:27] You're welcome. Thank you both.

Michael Pollack [00:33:28] Was awesome, thank you, Christy.

Sarah E. Brown [00:33:30] That's it for us. This episode may be over, but we can continue the conversation on Twitter with the hashtag #SellingInTheCloud. On Twitter, I'm @SEBMarketing.

Michael Pollack [00:33:39] And I'm @MRPollack.

Sarah E. Brown [00:33:40] Thank you to everyone for joining us for this episode of Selling in the Cloud, brought to you by Intricately, the authoritative source of digital product adoption, usage, and spend data for cloud sales and marketing teams. If you like the show, head on over to iTunes or wherever you listen to podcasts, and please give us a review. We appreciate it. Until next time.

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