In this episode, we're joined by Mark Petruzzi, author of Selling The Cloud: A Playbook for Success in Cloud Software and Enterprise Sales. Mark is a strategy consultant who has been selling and leading large cloud sales organizations for the bulk of his career.
He sits down with Michael Pollack and Sarah E. Brown to discuss the power of customer success, why diversity in sales is so important, the emerging role of the President CRO, and more.
Show Notes
On customer success and the importance of diversity in sales
"When you bring more women into sales, leadership roles, CRO roles, CEO roles—in my experience, less ego and machismo come into play. [Finding] that next huge deal, that next monster, is great, but let's first leverage and support the clients we already have." (16:08)
"In customer success, we bring a very strong focus on sales. We love finding new deals and leveraging them in a customer success environment, but we are also really good at nurturing the relationships, making sure we escalate challenges and identify them early. So you can have your cake and eat it, too." (18:25)
On the emergence of CRO roles
"A synchronous approach across sales, marketing, and customer success can't really happen at the CEO-level. It's got to be a level under that. So I think you're going to see more President CRO roles, and it'll make a huge difference..." (23:09)
"[The CRO role] takes away one of our biggest challenges in selling—and that's the friction between sales and marketing." (23:32)
On healthy competition
"Anybody who wants to look at competition as a negative thing is foolish—because this kind of competition is what forces companies to get better and better." (11:45)
"We're all challenged. We're all in a different place than we were. We think a little differently now. But I believe that's another opportunity for success: having the right mindset and leveraging the opportunity to be productive when lots of other people–like your sales competition–are struggling." (29:35)
On succeeding in 2021 and beyond
"Try to keep your mindset in the right spot. Make sure you're at the right company with a product that you really believe in. And then it just comes down to what we all know is the key to sales success, which is productivity. Focus on making sure you have the right processes in place, and work as hard as you can to make those processes work for you." (31:50)
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 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] Michael, it's great to be here with you on the show today.
Michael Pollack [00:00:42] Sarah, it's awesome to be here with you. Thank you.
Sarah E. Brown [00:00:44] In this episode, we're speaking with Mark Petruzzi, co-author of Selling the Cloud: A Playbook for Success in Cloud Software and Enterprise Sales. It's a topic that, as our audience will know, is very near and dear to our hearts.
Michael Pollack [00:00:56] Absolutely. Mark, welcome to the show.
Mark Petruzzi [00:00:58] Thank you very much. Happy to be here.
Sarah E. Brown [00:01:00] Can you give us a brief introduction about who you are and a background for those who are listening about your new book, Selling the Cloud, and why you wrote it?
Mark Petruzzi [00:01:08] Sure. So I am a strategy consultant who has been selling and leading large sales organizations my entire career. So as a strategy consultant right after business school, I was recruited into a firm called the Mac Group, which was a Harvard-based firm that, at the time, was running circles around the McKinseys and BCGs of the world, which we all know is not easy to do. So it was a great place to really learn how to conduct business. I've turned to operating roles since then, but I still operate as a strategy consultant.
Having spent six years as a managing director at Deloitte, I've owned and built a couple consulting firms up myself, and I've been an early participant, thanks to working with Marc Benioff and his team back at Oracle. And, you know, I certainly don't fly at the latitude that Mark does at this point, but I was fortunate back then to be brought into cloud before we even had a name for it. So, cloud software has been my career and my focus, and I've worked with some of the best CROs in the business. And I've learned a little bit hopefully along the way.
Mark Petruzzi [00:02:21] And to your point on the book—you know, I wish I had a great, interesting academic story about why I felt I needed to bring this to everyone. But most of it started with a dinner with Paul Melchiorre, my co-writer.
One night he brought up that his mom, who is not in great health, that she has always wanted to write a book. And I said, well, you know, Paul, I've been thinking about that myself. And I've done a lot of work over the years, particularly with the Duke Fuqua School of Business and their Corporate Education department, where I was able to pull some intellectual property together, and said, well, you know, I think I have about half of this written. And Paul's response was to write the other half. And I said, OK, you know, I think you've got a good idea there.
And he has been a great driver in this. We built it really to be a playbook for people that are doing what we've been doing the last 25 years. Maybe they're doing it at a younger stage of their life, in their career. We wish we had a playbook—we didn't. So we wanted to offer one to the next generation.
Michael Pollack [00:03:35] I love that, Mark. I'm curious, you know, for our audience, you know, our show is called Selling IN THE Cloud. You're selling THE cloud. Obviously, we're all kind of hitching our band wagons to the cloud here. And I know in your experience, you've worked with leading companies like SAP and Oracle.
Would you mind just taking a few minutes to call out why the cloud is so different? What do you mean when you say you were selling before the cloud as a concept existed? Can you share what the cloud unlocked, what the cloud changed, why it's such a different thing selling in this construct? Or perhaps the opportunities that are unique and powerful that you really think our listeners—some of whom are already living this and dealing with this—but I'm sure always looking to get better and could learn a few things.
Mark Petruzzi [00:04:26] Yes. Well, Mike, it's incredible from my perspective to see what selling in the cloud has brought to the selling process as a whole. And what I mean by that is as a baseline, most of what I have in the book here, if not almost everything, is really relevant to all B2B selling. The reason why we focused on the cloud first is because the cloud, and cloud organizations, have been early adopters of this frame of mind and selling.
And I know you all had the incredible Geoffrey Moore on the podcast. I mean, he figured this all out 20 years ago about how things move in general—from early adopter to more traditional approaches. Well, I think we're going to see this model of selling evolve from SaaS companies and cloud companies to industries that we can't even imagine would really want to move in this direction. And it really comes down to how you view a sale.
Mark Petruzzi [00:05:30] Early into my career, when software was a new concept, especially at the level of, for example, Oracle, the idea of selling software was really moving in, getting a deal closed, and as a sales rep or a sales manager, running away as fast as you can. And that's not how you can do it in the cloud. Marc Benioff has been an incredible leader in our industry and really figuring out that this is a beautiful model, but it's a beautiful model if you really, really know how to take care of your customers and the power of customer success.
If you can view your customer relationships that way, you will have those relationships for much longer periods of time, and you will grow to have customers that that really start to think of, wow, how can we work with Intricately as a company, as an example—how can we have them do more for us? How can we introduce them the different divisions? And I think that is really exciting, not only for SaaS selling, but also for other B2B areas as well.
Michael Pollack [00:06:53] You know, there's something you said in there that's a theme that's come up again and again from some of our other wonderful guests on the show. And something that you hear again and again, we're just talking about kind of the cloud and obviously the "underpinnings" of the cloud—and I'm doing air quotes, you can't see me—but the underpinnings of the cloud are obviously in one hand, a huge amount of technology innovation.
But there's also an enormous amount of business model innovation. And when you talk about the role of customer success, I'm curious if you were to point the finger at a couple of big business innovations that facilitate this, setting aside the technology. What in your eyes are really the business model innovations that are an accelerant to making the cloud what it is today?
Mark Petruzzi [00:07:38] Well, Mike, you know, a couple thoughts come to mind. Again, as an example, one of the reasons why I felt qualified to write this book is not because I've had 20 years of experience being a CRO like my co-writer Paul Melchiorre has, but more because I've worked for those 20-25 years with some of the best CROs in the business. And that's really allowed me to learn and see firsthand and hopefully help them along the way evolve into different levels.
So I'll give an example that, again, early into enterprise software, the idea, as I mentioned, sales reps were looking to run away from the deals. Consulting firms were looking to run into them. So, you know, the largest firms, the Ernst and Youngs of the world, the PwCs of the world, the PW before that, they were so excited by this market.
Mark Petruzzi [00:08:42] If you look at SAP as a great example, SAP would sell a 10 million dollar software package and there would be 100 or 120 or 150 million dollars of consulting work that would come together with that. So the leaders of companies like Oracle and SAP didn't worry too much about that until they started moving towards the cloud and towards the SaaS product. And then they looked at it and said, well, now we can't have that happen because usually companies are not happy if they thought they were going to spend 50 billion on implementation and they end up spending 150 million. So that's where innovation happened—not only in the sales organizations, but in the professional services organizations of these companies. And what they figured out is that, by designing better software, by putting better processes in place, you don't need to have something so complex that you need to hire 50 people for four years to get it set up. Look at the value that brings to the buyers and customers at the end of the day.
So that's just one example. But there are many. And I think you hit on a great point that SaaS and the cloud has built some amazing technology advances, but lots of great business process advances as well. I'm a believer, and I bring to some of my clients the mindset of, you know, take this expertise that has been leading the edge with these cloud and SaaS companies—the Microsofts of the world and others—and drive that into your industry. And they're usually very pleased with what they get out of it.
Michael Pollack [00:10:26] You know, Mark, a great point in there that I hadn't really heard previously and I hadn't really thought of, which is this notion of disruption to kind of the professional services, the professional services industrial complex, or however you want to term that universe. And similar to you, early in my career I was in consulting, and a lot of our business was people saying, hey, I bought this thing or I did this thing and now I need help actually figuring what to do with this thing I bought. And so, you know, obviously the Accentures of the world and professional services organizations continue to thrive in the cloud.
But I'm curious to just dig in to that point just for a second here, about the notion of some of the disruption potentially around the services side of things and cloud being more of a in-a-box solution. Is your point of view that the potential disruption that's happening to those service providers is basically gone back into the pocket of those vendors in the sense of Salesforce, largely there's of course, an ecosystem of Salesforce consultants and people that power that—but I'd imagine on a dollars to dollars basis, it's smaller than, say, an SAP ecosystem. Any thoughts on why that is or is that just a quirk of what's happened in the market or that's to some extent disruption that we're watching happen in real time?
Mark Petruzzi [00:11:38] Yeah, Mike, another great example of how technology just leverages growth, right? Anybody who wants to look at, you know, competition as a negative thing is, I think, foolish, because this kind of competition forces companies to get better and better. So, for example, Accenture, which has acquired the company that I'm a part of, N3, they're perfect examples of, yes, I'm not on that side of the business, but I would imagine their average project size has changed over the last 10 or 15 years in significant ways. But the growth and the impact that they bring to their clients, we bring to the clients, now it's just getting stronger and stronger. So it's a perfect example that disruption can be great. I mean, nobody would look at Accenture over the last 15 years and say they've been disrupted or hurt. It's an amazing company that keeps getting better.
So that's another perfect example. And it'll happen the same way. I mean, for example, I really see the opportunity for telecom as one example for these organizations that we do work with from time to time, for them to really learn from the experiences of cloud software, and what companies like Microsoft or Salesforce.com have evolved into over the last four or five years as the hottest area of growth. There are ways to learn how to bring products to market and sell in a much more classical kind of cloud SaaS way. And the best thing about all this is clients get happier, better service. There's better opportunity. It's, in my world, a place that no one really gets hurt. There's disruptions, there's changes, but there's really not a loser in all this. And I enjoy being a part of an industry and an approach that is continuing to do this.
Sarah E. Brown [00:13:41] Mark, you talked about customer success earlier in the show, and you do devote quite a bit of attention to it in your book. And I'm curious, you know, for folks who are listening, revenue leaders who are focused on the marketing side of a successful customer lifetime relationship, how do you advise your revenue leader clients, your partners, to think about the role of disqualification as it relates to quality over quantity? And can you talk a little bit about how you enable them to think about doing disqualification leveraging data?
Mark Petruzzi [00:14:15] Yes. So many directions we can go there. But I'll start with one. I mean, we all know the mindset of, if you're going to lose, lose quick. And we've all heard that. We've all thought about it. Very few, especially sales leaders, will remind the team of that enough. And what I mean by that is that tool is just one of the most amazing things. It's the ability to turn down an RFP that, when you look at it and you see the size of it and you say, well, wouldn't that be great as a sales rep or sales leader, to have won this? We're all great at visualizing. Well, you can visualize all that and you can go blindly into an RFP or you can disqualify the heck out of it and then say, you know, at the end of the day, if it's still something you should do, if they're really shooting as many holes into the approach as possible, then maybe you chase it. But I hate RFPs and I turned down more than my fair share. And I think that's a smart approach.
Mark Petruzzi [00:15:21] The second thing I'll put in this, a lot of this kind of comes down to ego and mindset. And you'll also see in the book another chapter that we're really proud of. We really focused on the leverage of a little bit in the diversity and the power of diversity in sales, but we went deeper in this book, at least around the power of women in sales, and we've just seen you look at the numbers, you know, you look at my relationships with all those amazing CROs. And unfortunately, too many of us are now getting older, I guess, older white males—and that's not the future. And it probably shouldn't even have been the past. But, you know, we can only impact the future.
So I look at this and say, same story. When you bring particularly more women into sales, leadership roles, CRO roles, CEO roles, in my experience, less of that ego comes into play, you know, kind of that machismo way of just saying, you know, find that next elephant, find that next huge deal. Well, I advise my sales teams. I work with my sales teams, you know, great. We find a new deal, new monster to bring in. And that's great. But let's first leverage and support the clients that we have.
The difference of customer success and growing revenue through customer success versus a fully net-new, you know, ego-driven kind of team that is only looking to bring in new accounts and bag them and put them over our shoulders and carry them back to corporate headquarters. Those kind of mindsets see it every day firsthand. They work. The mindset of just knowing and leveraging the power that you have, the relationships the company already has, first and foremost, and even the cost of sales—and there are numbers that show 4-5 times less expensive, less costly to drive a dollar of revenue within a customer base or a customer success team—than a dollar of revenue with a fancy, you know, high-tech aggressive outside sales force. Those things are things we all should be thinking about more. And again, I advise my clients about it every day.
Sarah E. Brown [00:17:42] So for the marketing leaders you advise and for the sales leaders you advise, how do you help them think about that customer success relationship, that expansion, that role in driving customer lifetime value beyond the customer success team?
Mark Petruzzi [00:17:56] Yeah. So again, I have another great point of view that ties back to N3. You know, we are a BPO outsource selling engine—sales and marketing selling engine. And we have this really incredible ability, particularly in one of the four pillars that we focus on; I'll hit them very quickly: full-length inside sales, lead gen, channels, alliances, outsourcing and customer success.
And in customer success, for example, we bring a very strong focus on sales. So there is a little bit of that dynamic of, you know, we love to find new deals and leverage them even in a customer success environment. But we also are really good at nurturing the relationships, making sure that there's the approach of escalating challenges and problems and identifying them early. That's all a huge part of it as well. So you can really kind of have your cake and eat it, too, here.
When you really invest and focus on things like customer success, which are, in my mind, always going to be more productive and have a greater return on investment and any dollar you spend to the outside, just bringing a new sales team or frankly, even bringing a great outsource firm like us in—cover your relationships with your customers first and make sure that's where it needs to be and that you are doing the things that earn more business for those customers before you worry about finding the next one.
Michael Pollack [00:19:29] Mark, there's a point you made in here that I tend to harp on on this podcast. And in general, I'd say with my teams, which is again, the power of disqualification, that there's a fundamental bias that is predisposed to every salesperson, and I'd say a lot of marketers too, around qualify, qualify, qualify. Let's get the leads in the door. But the ability to build the muscle around disqualification—and building disqualification is a process to ensure you're spending the largest amount of time with the smallest amount of opportunities—goes an incredibly far way. So I just wanted to underline, star, asterisk, that for our audience.
But I have a question just for you: In the book, when you talk about the role of the CRO and the role of organizational structure, I'd love for you just to share a snippet with our audience—so it's a challenging question, but what is the right structure or how do you think about setting up the structure of a revenue org. for maximum success? Are there are some pointers or some comments or quick nuggets you can share with our audience?
Mark Petruzzi [00:20:28] Yeah, Mike, well, it's something I spend a lot of time on. And I think it's one of the key decisions that the executive team and the board of directors needs to make. Before I go there though, I'll share one little mindset on this qualification—and I tend to stay away from what I would view as kind of "cheesy" extra motivation sales approaches—but I have one here that I've used in the past, and it's a little cheesy, but I think it really hits the point you're hitting. And that is companies that have this "ringing the bell" kind of mindset when they close the new deal. And whether that is literal or figurative, bringing up the bell, I always try to push for a ringing of the bell of two things.
One is a total disqualification and an opt-out. We got to really support that and almost reward that. And then the second thing, which is just as powerful, is pushing a deal fast and losing really quickly, like I mentioned before. I think if you look at the numbers and you look at, you know, the metrics, that impacts revenue in such significant ways.
Mark Petruzzi [00:21:42] But back to your second part of the question, which is just something I get so excited about, it really comes down to the difference between a CRO and a Senior Vice President of Sales and a third distinction, and that's a President CRO. So my co-author and close friend Paul has been a President CRO and almost everything he's done has been in sales leadership. And he's done it not only because he was perfectly prepared and knew what the heck he was doing, but he had enough confidence in himself—and more importantly, knew this stuff has to be done together. So I'll give you a couple of examples of that.
Tony Fernicola, who's another close friend and a titan in the book, really starting probably 10, 12 years ago—pretty much said he's not taking any job if he doesn't have the President CRO role. Not because he cares about what his title is, but because he needs, in his mind, control of a few important areas. Of course, the whole sales process, but really at the highest level, he needs control of the marketing and product marketing side of the equation. And then in general, customer support or customer success—because he has found, and I've seen, that if you don't have a really synchronous approach across those areas, it really is hard to get it done and that synchronicity can't really happen at the CEO level. It's got to be a level under that.
So I think that's a perfect example. You're going to continue to see more President CRO roles, and I think it makes a huge difference. And it takes away one of our biggest challenges in selling nowadays, and that's just some of the competition and the friction between sales and marketing. What I see about those industries and most companies' sales and marketing function, there really doesn't need to be any friction.
Mark Petruzzi [00:23:52] If you really, at the CEO level, talk about what they're looking to accomplish at the company, you know, aim to be very collaborative. Again, I'll use the term "ego" that can come into play. But you need to have somebody who can pull that that synchronous approach that makes, you know, good companies, great and great companies—companies like Salesforce.com that continue to grow to 30 percent—even being over 10 billion in revenue and 15 billion of revenue. It becomes amazing when you do things in the right way how productive companies can be in the SaaS world.
Michael Pollack [00:24:33] I think that's a great point for our audience. And again, having a background in consulting, I think it's helpful to be able to see this, but it's the importance of structuring your organization to facilitate and enable what the organization sets out to do. You know, it's hard to make organizations that aren't shaped a certain way accomplish things without that requisite shape. So I think that that point you make there in that callout is huge.
I want to switch gears just for a second. The book you and Paul published late last year, I imagine a lot of the lessons in there accumulated over a lifetime of selling for many of our listeners. Here we are in kind of early 2021, COVID... the world—we know it is a slightly different place than perhaps it was just a short year ago. As you now have the clarity of the lens of today as you look at the book and perhaps take a critical eye towards it, do things need to be rewritten or a lot of the lessons still the same? Do they just need to be updated? How would you characterize that? How would you comment on that?
Mark Petruzzi [00:25:32] Well, there were updates that I made along the way, pretty significant ones, just because I pride myself a lifetime learner and I'm learning every minute, particularly during this pandemic, so nothing, you know, it has been edited before release. And that was really, I think, an exciting and a valuable part of this particular book to the point of, kind of, where we go from here is the opportunities now for digital transformation. Digital sales transformation are incredible.
And you know this, as you know, Satya Nadella, the CEO of Microsoft, has said a couple of months into the pandemic, that in the past three months, three years of digital sales transformation has occurred—and it really has. So what does that do? There's a couple of things. For nimble, smart companies, it just makes them better and more effective. For nimble, smart salespeople, same thing. For the ones that have maybe just leverage their network, their relationships only for years and years, and I kind of call them—I use the term, which I hate using derogatory terms, but the best way to describe them—there are still even in cloud and SaaS, a lot of retreads out there; individuals that have been wildly successful, you know, 15, 20 years ago.
And in many examples decided they don't want to be a CRO or senior sales leader, but some of them have even moved into that type role and they're still struggling with the same challenges. But some of them have decided to just become senior sales reps that get recruited, frankly, from one company to the next. And these individuals could be moving from Oracle to Ultimate Software or Ultimate Software to Workday. And there's so much money spent to bring these people over for those networks and for the success of the past and most of the time, for lots of reasons—we can almost have a separate podcast on this—but for lots of reasons they are not successful. So what that brings me to is much more of an approach of, you know, leveraging, younger, more nimble sales teams, leveraging and building and really taking as much as your market, your go-to-market to and inside more virtual sales team, versus the much more expensive, much less reliable (in my experience) outside sales teams. The more you can do that, the better.
Now, that's not to say there aren't target markets that can only be effectively chased after by an outside sales team. There absolutely is. However, that subset of those that have to be an outside sales team are much smaller than most CROs really think, again, in my opinion and estimation, and shrinking every day, especially during this pandemic.
Sarah E. Brown [00:28:41] For our audience of cloud revenue leaders who are listening, what advice do you have for them to succeed in 2021?
Mark Petruzzi [00:28:48] So I think there's a couple of things here. A lot of this, and, you know, it's another thing we did in the book here. I'm a pretty data-driven quantitative individual, especially for a sales leader, you know, had an accounting undergrad, a finance MBA. So, you know, I could have wrote this book completely quantitative, and I decided to make it much more qualitative. And I think it's so much more powerful that way. So I think the biggest advice is to really look at where you are during this pandemic.
Mike and I were having a discussion outside of this podcast about pandemics in general, and the mental health stats of everything from family, to colleagues, and everything else. And we're all challenged. We're all in a different place now than we were. And we all think a little differently now than we did before the pandemic. I believe that's another opportunity for more success, because if you can get into the right mindset and really leverage the opportunity to be productive when lots of other people, your sales competition are struggling—and, you know, and there was a phenomenon that I really, I felt it firsthand through relationships of mine.
You know, when this pandemic hit, we're all stuck in the house and we were doing, well, many of us are still doing, but the 10-12 Zoom calls a day, we would, you know, I took time to just reconnect to some of my network and see how everybody was doing and just really check in and make sure families were good and everything else. And what I found was some individuals being energized. N3 as a company got energized, led by our CEO, Jeff Lowe, and our, President and CRO Marcel Flores, they took it as an opportunity to say, we want to grab market share, we want to be energized, and they led the team to that. They also led the team to be acquired by Accenture in a very, very large, significant transaction.
There were lots of sales reps that I know that were kind of forced mentally to curl up in a ball, fearful of losing their job. They were fearful of their financial obligations and different things, but they didn't use it to motivate them to another level—[instead] it put many of them into a circle of fear. And, you know, some of them still really haven't fully come out of it. Others have been able to do what they've done their whole career and, you know, do extra workouts or whatever they needed to do to kind of get their mindset back where it should be. And they're now back to the point of much higher productivity.
So, you know, a long answer. I'll give you the shorter version. The shorter version is just make sure to really keep your mindset in the right spot to make sure you're at the right company with a product that you really believe in. And then it just comes down to what we all know is the key to sales success, and that is productivity and focus and making sure you have the right process in place and working as hard as you can and making those processes work for you.
Sarah E. Brown [00:32:12] Thanks, Mark. You know, at Intricately, we have the honor and privilege of working with the best revenue leaders in the cloud. And it's been very heartening to see them rally and support their teams.
In a previous podcast episode, which will link to in the show notes, we spoke with Carly Brants, CMO of Digital Ocean, talking about how she connects her team during this time and keeps everyone motivated. So what you're getting at, we've seen certainly across our business and it sounds like you've seen that, too.
Mark Petruzzi [00:32:37] I certainly have.
Sarah E. Brown [00:32:38] Well, Mark, it's been a pleasure chatting with you. For those who are listening, where should we send them to read your book and learn more about your work?
Mark Petruzzi [00:32:45] Yeah, pretty simple model. You can go on to LinkedIn and type in Selling the Cloud and you'll see a LinkedIn page with some details there. If anyone wants to contact me directly, it's just mark.petruzzi@n3.com.
Sarah E. Brown [00:33:03] Fantastic.
Mark Petruzzi [00:33:04] Thank you again, Sarah, Michael—thank you very much for having me on.
Michael Pollack [00:33:08] Thanks, Mark. This was great. And I guess one last question for my copy of the book. Where do I mail it to get my book signed? Maybe we'll take that one offline.
Mark Petruzzi [00:33:16] Well, no, I'll make that even easier. And frankly, I'll put something out there for everyone. I can get a copy sent to you. But we also really want to make sure that we get this book out to as many people who need it, to as many sales organizations as we can. We are not doing this for financial reasons. As you probably know, writing a book is not something that you're going to do for financial reasons. But we are very comfortable even sending this out to individuals or sales organization at our exact costs. So for friends of Intricately, we can make sure this book is out there in the best way possible.
Michael Pollack [00:33:54] Awesome. Thank you, Mark.
Sarah E. Brown [00:33:56] 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 [00:34:04] And I'm @MRPollack.
Sarah E. Brown [00:34:07] Thanks 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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