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From YouTube: TT330: Sales Stories (Ramona Elliott)
Description
"Sales Stories" is a podcast where we spotlight sales leaders and share their stories and career advice. "Sales Stories" is part of the instructional materials for Tanuki Tech.
For more on Tanuki Tech, see here: https://about.gitlab.com/handbook/marketing/revenue-marketing/sdr/tanuki-tech/
For more on Christopher Wang, see here: https://www.linkedin.com/in/christopher-wang-0835b226/
A
A
B
That's
great
hey,
thanks
for
coming
on
the
show
today,
and
I
think
that
one
of
the
things
that
I
really
think
when
I
think
of
you
is
like
obviously,
the
energy
and
all
that
other
stuff.
But
I'd
really
like
to
hear
a
little
bit
about
your
story
today
and
also
just
sort
of
like
hear
some
about
your
experiences
as
an
sdr
manager
and
give
some
guidance
to
the
people
who
are
listening.
This
call,
so
I
guess
that's
just
opening
things
up.
B
C
Yeah,
so
my
story
is
a
little
bit,
probably
a
little
different.
I
think
a
lot
of
times
you
see
sdr
managers
who
are
much
younger
than
I
am
and
I'm
okay.
With
that
I
didn't.
I
got
back
into
the
business
world
after
my
youngest
child
got
back
into
school
or
went
into
school,
so
he's
now
13,
so
I'm
guessing
that
was
about
eight
years
ago
I
had
been
in
sales
before
I'd
been
sales
for
a
company
called
adt
security.
Some
of
y'all
might
have
had
security
systems
in
your
home.
C
That
didn't
say
you're
familiar
with
that
company
did
really
well
when
I
was
there,
but
it
wasn't.
It
wasn't
a
tech
company
that
I
was
working
at
it's
just
basically
something
for
the
house.
I
was
working
with
consumers,
not
not
b2b
space.
C
So
when
luke
started
school
I
basically
was
ready
to
get
back
into
the
work
world
or
the
business
world.
I
should
say
because
being
a
stay-at-home
mom
is
definitely
work.
So
I
yeah,
and
at
that
point
I
had
a
lot
of
friends
who
told
me
I
should
you
know,
get
into
the
tech
space,
and
so
that's
where
I
started
looking
and
I
started
at
an
edu
company.
C
It
was
a
stem
centered
company
and
I
was
basically
working
in
an
inside
sales
role,
so
I
had
to
do
and
it
was
like
the
full
funnel.
So
I
had
to
do
the
prospecting
I
took
them.
We
had
a
demo
that
was
done
by
specific
engineers,
and
so
I
didn't
run
the
demo
or
anything
like
that.
We
would
take
them.
I'd
basically
set
up
that
meeting.
Then
they'd
come
back
to
me
and
then
I
would
close
them
and
through
that
process
I
was
able
to
learn
a
lot.
C
I
learned
one
of
the
key
things
that
I'm
super
great
at
is
just
starting
to
engage
with
folks
figuring
out
how
to
help
them
and
how
to
how
to
build
rapport
enough
that
they
would
trust
me
how
to
be
excited
about
what
I
was
talking
about.
C
I
really
learned
that
I
needed
to
work
for
companies
where
I
was
passionate
about
the
product,
and
so
I'm
just
gonna
learn
yeah
what
was
important
to
me
and
then
what
what
were
my
strengths
and
so
did
really
well
there,
but
there
a
lot
of
times
when
folks
are
working
for
education
based
companies,
you'll
find
that
income
may
not
be
as
great
as
it
would
be
at
tech
organizations
or
software
organizations.
So
I
left
there
about.
C
C
Yep
exactly
and
those
are
good
connections
that
I
made
so
I
became
the
sdr
at
that
time.
It
was
just
me
soon
after
matt
joined,
but
I
was
the
ser
for
a
smaller
pod
of
aes
and
I
got
to
work
really
closely
with
the
cmo
there,
who
was
super
great
at
bringing
it
alongside
her
helping
me
with
coffee.
Helping
me
understand
even
just
things
in
my
signature,
that
would
be
beneficial
for
me
to
tweak.
C
I
got
to
work
really
tightly
with
the
ae,
so
I
learned
alignment
really
well
and
what
that
looks
like
and
just
how
powerful
it
can
be
when
you're
aligned,
with
both
sales
and
marketing
so
closely
so
again,
just
saw
a
lot
of
success.
Learned
a
ton
learned
how
to
test
strategies
learned
about
how
important
data
is.
C
I
really
liked
what
I
was
doing,
because
I
think
it
set
me
up
for
success
in
all
of
my
roles,
because
there
I
kind
of
learned
about
the
the
buyer's
journey
I
learned
about
how
leads
come
into
the
system.
I
learned
about
data
enrichment.
C
I
learned
about
all
of
these
things
that
are
really
important
when
you're
working
with
an
sdr
org-
and
I
can
go
into
those
later,
but
it
was
just
a
really
great
place
when
you're
working
in
marketing
at
a
marketing
company
centered
company
to
work
as
an
sdr,
and
you
learn
a
ton
of
needed
information.
So
anywho
was
successful
there
and
then
went
on
evan
actually
told
me.
I
should
check
out
this
competitor
company.
C
Did
he
just
told
he
was
like
hey?
Well,
he
yeah
he
we
he
he
saw
things
that
were
strengths
of
mine
and
he
just
really
felt
like
hey.
You
could
really
get
somewhere
at
this
other
company
that
he
believed
in,
and
so
I
went
there.
That's
when
he
started
being
mentored
to
me.
I
got
a
shout
out
evan.
That
was
his
first
mentorship
to
me,
so
I
went
there
applied,
got
hired
on
and
at
that
company.
C
C
Kind
of
learn,
they
were
kind
of
left
to
figure
it
out
for
themselves.
I
it
almost
felt
like
they
were.
I
I
said
this
to
the
organization
as
I
was
there
like.
They
were
the
basement
members
of
the
team.
You
know
just
kind
of
do
what
you're
supposed
to
do,
but
you're
not
really
given
any
guidance.
You're
not
taught
how
to
be
successful
and
everybody
was
just
trying
things
and
they
weren't
really
doing
it
from
a
data-driven
approach
either.
So
they
were
trying
things
just
kind
of
hoping
that
those
things
would
land.
C
Nothing
was
really
streamlined
for
them.
Alignment
wasn't
good
at
all.
So
basically,
what
my
previous
companies
allowed
me
to
do
was
like
bring
that
background
and
for
myself
to
start
scoping,
how
I
was
going
to
do
my
job
there.
You
know
how
I
was
since
they
did
offer
the
freedom
for
you
to
figure
it
out
yourself.
I
basically
took
what
my
learning
was
put
it
into
something
that
was
scalable
for
me,
and
I
started
just
driving
a
lot
of
success
and
because
I
was
successful
when
there
wasn't
others
are
successful.
C
A
lot
of
the
teams
started
coming
to
me
for
help
and
a
lot
of
the
aes
started
saying:
go,
see,
figure
out
what
mona
is
doing
and
then
do
what
mona
is
doing
and
so
that.
C
Is
job
number
three
yep,
and
so
that
was
great
had
a
lot
of
folks
coming
to
me
and
then
that
helped
me
realize
that
I
had
this
passion
and
I
got
this-
I
guess
you
can
call
it
a
high
from
helping
other
people.
You
know
I
just
really
liked
sharing
what
I
was
doing.
C
If
others
could
follow
it
and
they
could,
it
could
make
them
successful
too
if
they
could
see
success
that
that
gave
me
a
lot
of
joy
in
my
work
and
so
as
I
was
doing,
that
I
kind
of
talked
to
my
manager
about
possibly
becoming
a
team
lead,
and
this
was
about
a
year
later,
that
I
asked
to
be
a
team
lead.
So
I
was
looking
for
some
career
progression
and
he
basically
told
me
he
was
like.
C
We
don't
have
that
position
available
and
he
was
like
and
I
don't
think
we're
going
to
make
that
position
available
and
he
said
and
mona
frankly.
I
don't
think
that
it
would.
It
could
be
successful
anyway.
He
said,
I
think,
you're
a
unicorn.
I
think
what
you
do
is
something
that
you
do
only
because
you're
uniquely
wired
to
do
it
and
I
don't
think
you
can
teach
what
you
do
to
other
people
and
it
seemed
like
a
compliment.
But
for
to
me
to
me
it
was
really
it
really
made
me
sad
because
I
was
like.
C
I
know
that
I
can
teach
what
I'm
doing.
I
know
I
can
get
people
to
see
what
I'm
doing
and
then
be
able
to
do
it,
and
I
see
that
there
some
of
them
are
already
having
success
with
that,
but
at
the
time
there
was
it
was
kind
of
a.
It
was
a
moment
for
me
where
I
was
like
hey.
What
am
I
going
to
do
with
this
and
yeah?
C
What
I
had
to
do
with
it
was
really
evaluate
that
it
didn't
seem
like
there
was
any
place
for
me
to
move
to
at
that
organization.
They
had
just
gotten
a
vp
of
sales
who
had
started.
Maybe
a
quarter
before
I
was
starting
to
feel
like
I'm
gonna
need
to
I'm
gonna
need
to
head
out
of
here
like
this
is
gonna,
be
a
dead
end
for
me.
C
If
I
don't
have
somebody
that
believes
in
developing
me
and
is
offering
me
any
kind
of
line
of
sight
to
my
next
step
here,
I
started
during
that
time.
As
I
you
know,
you
don't
make
a
just.
You
don't
just
jump
into
another
position
when
you
start
feeling
that
way.
I
will
say
that
too.
I
still
leveraged
that
time
to
to
grow,
and
one
of
the
things
that
I
did
to
grow
was.
C
C
She
became
a
mentor
for
me
at
the
org
and
but
it
was
kind
of
a
little
bit
too
late,
because
by
the
time
her
and
I
started
having
this
connection
and
she
started
kind
of
growing
me-
I
had
a
really
big
company
reach
out
to
me
about
a
marketing
position
at
this
startup
that
they
were
starting.
C
So
it
was
my
fitness
which
which
got
acquired
by
under
armour,
and
so
they
wanted
me
to
come,
be
a
marketing
manager
on
their
on
their
this
digital
area
segment,
group
and
so
anyway,
because
it
was
a
manager
position.
I
was
like
heck
yeah,
like
that's
what
I'm
looking
for,
I'm
looking
for
that
growth.
C
Not
go
for
this
opportunity,
so
I
did
leave.
I
took
that
opportunity,
but
quickly
realizes.
I
was
there
that
I
was
really
missing
the
specific
sdr
space
that
I
was
really
missing,
just
being
amongst
a
team.
I
was
kind
of
a
lone
wolf
there,
and
so
what
ended
up
happening
was
in
that
first
quarter
of
me
being
in
that
new
role,
the
company
that
I
was
at,
let
go
of
my
previous
manager,
and
so
now
they
have
no
sdr
manager
and
they
all
the
aes
were
like.
C
Can
somebody
please
bring
back
mona
because
they're
python,
and
so
the
vp
of
sales,
who
I
just
started
getting
to
know
basically
reached
out
to
me
and
was
like
hey
everybody
wants
you
back,
and
I
know
that
you
were
at
sdr
level.
But
how
would
you
feel
like
about
coming
back
as
the
sdr
manager,
and
I
was.
C
Asking
for
a
team
lead
position,
and
so
she
said
I
believe
you
can
do
this,
and
I
will
be
here
to
mentor
you
and
I'll
walk
alongside
of
you
and
you
will
not
fail.
You
know-
and
so
she
just
gave
me
this
confidence.
She
said
that
she
was
gonna.
You
know,
invest
in
my
growth
while
I
was
in
the
role,
and
so
I
went
back
and
I
became
an
sdr
manager
at
that
company,
which
I
never
wanted
to
leave.
I
really
enjoyed
working
there.
It
was
just
about
this
growth
opportunity
that
wasn't
available.
C
That
was
really
the
deciding
factor
in
me
leaving,
so
I
got
to
go
back
and
work
at
the
place
that
I
wanted
to
be
at
be
in
the
role
that
I
wanted
to
be
at
got
the
mentor
that
I
really
craved
and
we
got
to
see
a
ton
of
success
in
the
two
and
a
half
years
that
I
was
in
that
role.
B
A
B
Wow,
one
thing
that
I
guess
like
really
sticks
out
to
me
about
your
story
is
one
the
power
of
personal
loyalty
and
also
another
thing
about
like
how
important
long-term
relationships
are.
I
noticed
that,
like
even
in
my
friends
that
are
in
sales,
they
typically
hop
from
one
place
to
another
in
a
year
into
a
year
and
a
half
but
like
you
and
matt
and
evan
took
those
relationships
and
now
y'all
are
still
literally
working
together.
So
that's
and
I
see
that
all
the
time
that
was
a
part
of
us.
B
C
To
add
on
to
that
evan
matt,
and
I
would
hop
on
calls
all
the
time
in
the
different
positions
that
we
were
in
at
the
different
organizations
and
we
would
share
like
what
we
were
doing
so
we'd
open
up
our
screen
and
hey.
This
is
what
I've
started
trying
you
know
we're
really
we're
leveraging
this
tool.
Now
it's
working
this
way,
it's
really
great,
so
we
stayed
connected
not
just
at
a
friend
level,
but
even
about
our
craft.
You
know
and
just
kept
encouraging
each
other.
C
We
all
really
enjoyed
like
just
the
creativity
that
comes
with
the
sdr
role,
and
so
it
was
a
passion
button
of
ours
to
just
get
on
and
just
talk
about
where
we're
at
what
we're
doing,
what
we're
seeing
drive
results
and
new
tech
in
the
space
and
all
that
good
stuff.
B
Yeah,
so,
okay,
thanks
for
sharing
your
story
with
me
up
until
being
an
sdr
manager,
I'm
really
interested
in
hearing
more
about
like
how
that
transition
was
for
you.
So
you
have
this
great
mentor.
She
obviously
has
gone
through
from
one
level
to
the
next
and
now
she's
a
vp,
but
talk
to
me
about
that
process
of
like
all
right.
You
know.
I
think
that
one
of
the
main
challenges
is
like
now.
You
have
to
manage
your
your
previous
peers
right.
So
that's
probably
a
little
bit
of
a
challenge.
B
You
know
learning
about
like
how
compensation
and
how
to
have
like
those
crucial
conversations
and
things
like
that,
but
talk
to
me
about
how
the
growth
journey
was
for
you
once
you
are
in
that
manager's
seat
and
also
some
of
the
things
that
you
were
doing
until
you're
now
in
the
position
that
you're
in
today.
So
like
you
talked
about
metrics,
you
talked
about.
You
know,
leveraging
relationships
and
mentorship
and
stuff
like
that.
But
how
did
you
level
up
from
like
a
beginner
manager
to
you
know
who
you
are
today.
C
That's
a
really
good
question.
I
think
that
I
you
know
making
this
shift
to
manage.
My
t,
like
peers,
was
actually
probably
a
little
bit
easier
for
me
because
I
think,
because
of
my
age,
they
always
saw
me
as
a
little
bit
different
from
them.
You
know
the
the
work
ethic
that
I
was
bringing
to
the
table
was
a
little
bit
different
than
theirs
in
large
part
because
they
were
young
and
there
was
no
manager
in
our
austin
office
and.
C
When
you
don't
have
anybody,
there's
really
nobody
driving
any
results
from
you
or
driving
any
activity,
metrics
and
you're
just
left
on
your
own
to
do
it.
You've
got
all
these
fun
people
and
you've
got
this
full
kitchen
and
you've
got
games
in
the
office
like
who
wouldn't
want
to.
You
know
like
they're,
making
good
salaries
based
on
what
they
were
expecting
outside
of
college
and
all
of
this
good
stuff.
Whereas
I
had
a
different
mindset,
you
know
my
mindset
was
like
I
have
some
ketchup
work
to
do.
You
know
like
I've,
got
a.
C
Right
yeah,
so
I
did
I
felt
behind
I.
I
felt
a
lot
of
just
accountability
to
make
it
work
because
it
hadn't
worked
in
so
long.
There
hadn't
been
something
that
was
successfully
being
done
there,
and
so
I
just
really
really
desperately
wanted
to
make
sure
that
pipeline
was
never
something
somebody
could
point
to
in
our
organization
and
say
that's
the
problem,
so
that
was
really
key
to
me.
C
I
had
a
lot
of
friends
in
the
marketing
org
and
and
in
the
sales
org,
and
I
just
I
wanted
to
make
sure
they
had
what
they
needed,
that
everything
was
being
done
with
what
they
were
generating
and
then
for
sales
that
they
were
being
being
set
up
to
succeed
based
on
pipeline.
C
So
I
think
my
peers,
it
was
like
a
oh
yeah,
of
course
mona
should
be
the
manager,
and
there
wasn't
this
look
at
me
of
now.
What
do
you
do?
Who
are
you
to
start
telling
me
like
to
do
specific
things
they
kind
of
already
they
were.
They
were
more.
They
came
more
with
an
attitude
of
okay.
Tell
us
what
to
do.
You
know
like
we
can
do
it.
Just
give
us
the
what's
the
script.
What
do
you
want
us
to
do?
What
do
you
want
us
to
say?
C
How
should
we
do
it
so
so
in
that
aspect
it
was
really
good
and
then
I
think,
there's
a
part
of
my
management.
That's
also
very
we're
in
this
together,
like
I'm
as
much
as
I'm
your
manager,
I'm
also
your
teammate.
You
know
I
still
carry
that
with
me
today.
When
I
talk
to
you
know
my
team,
it's
all
about.
You
know
I'm
working
alongside
of
you,
I'm
so
proud
to
work.
Alongside
of
you,
I'm
honored,
to
work.
Alongside
of
you,
it's
not
I'm
honored
to
lead
you.
C
I
feel
like
we're
all
getting
our
hands
dirty
in
our
hard
work
together,
and
so
I
think
they
felt
that
from
me,
as
well
as
far
as
upleveling
manager
skills.
I
think
the
key
for
me-
and
this
was
really
pivotal
at
that
organization.
It
was
something
that
was
a
big
value
of
theirs
was
women
in
leadership,
and
I
had
just
some
strong
women
in
leadership
that
believed
in
pouring
into
the
next
generation
of
female
leader.
C
And
so
they
gave
me
a
seat
at
the
table.
They
would
constantly
bring
me
into
the
executive
meetings
that
they
were
having
whether
it
was
the
cmo,
the
vp
of
sales
director
of
demand
gen
all
of
those
things
they
really
just
brought
me
in
and
helped
me
to
understand
more
than
my
little
siloed
area,
the
underpinnings,
the
speaking
engagements
things
like
that,
they
really
encouraged
me
to
take
those
extra
steps
to
uplevel
my
leadership.
They
talked
to
me
about.
You
know
how
I
should
conduct
one-on-ones.
C
They
talked
to
me
about
how
I
should
have
hard
difficult
conversations.
You
know
they
at
qbr's.
They
would
bring
me
up
and
they
would
have
me
speak
to
what
we
were
doing
and
my
results.
So
they
definitely
allowed
me
to
own
my
business
and
then
speak
to
my
business.
So
those
were
all
kind
of
things
that
equipped
me
to
to
get
grow
more
confident
in
my
role.
B
Yeah
thanks
for
answering
all
right
now,
let's
shift
things
a
little
bit
over
to
you
know
the
sdrs
that
may
be
thinking
about
eventually
growing
and
becoming
either
sdr
manager
here
or
a
team
lead.
Are
you
know
people
that
fall
into
that
category?
So
can
you
I
hesitate
to
use
like
the
analogy,
but
like
drop
the
veil
a
little
bit
and
let
us
know
like
what
is
what
is
life
on
the
other
side
of
the
fence
and
management?
So
we
obviously
see,
like
you
know
the
meetings
that
y'all
lead.
B
We
see
what
your
calendars
look
like,
but
I
imagine
that
there's
probably
a
couple
of
things
that
would
actually
surprise
sdrs
about
like
what
managers
actually
do.
Can
you
talk
to
me
about
the
day-to-day.
C
Yeah-
and
I
think
that's
I
think
the
day-to-day
day-to-day
shifts
based
on
needs
a
lot,
and
so
you
really
have
to
as
a
manager
make
sure
you
understand
how
to
prioritize
and
you're
always
kind
of
looking
at
okay,
you
that
you
have
a
good
handle
on
what's
needed
today,
and
then
what
am
I
going
to
need
to
start
planning
for
a
month
from
now?
C
And
so
and
I'll
say
this
way
like
I
for
small
business,
for
instance,
in
this
role,
I'm
constantly
looking
at
making
sure
that
they
have
everything
that
they
need
so
that
we
drive
our
results
for
this
month,
but
I'm
also
always
thinking
about
okay,
say
leads
got
taken
away
this
month
are:
do
we
have
something
in
place?
That's
going
to
help
us
get
to
our
goal
for
the
next
month.
How
can
we
start
creating
that
strategy,
even
if
that
strategy
is
not
necessarily
needed?
Now?
I
want
it
kind
of
out
on
the
back
burner.
C
I
want
it
to
have
been
thought
about.
I
want
to
step
prepared
for
it.
You
know
I
want
us
to
be
trying
things
that
we
may
not
necessarily
need,
but
by
the
time
we
need
to
try
them.
We
at
least
have
some
data
on
what
works
and
what
doesn't
work
so
that
we
have
the
best
a
solution
to
go
with
a
you
know,
and
so
that's
always
something
that's
kind
of
on
my
mind
but
day
to
day.
I'm
thinking
about
how
to
motivate
inspire
encourage
my
team.
C
I
do
that's
a
big
part
of
a
strength
of
mine
or
an
area
that
I
think
is
needed,
especially
in
the
sdr
position.
It
can
get
super
mundane
and
a
large
part
of
driving
results
and
having
people
be
happy
in
their
role
is
making
sure
that
you're
bringing
fun
into
the
equation
that
you're
bringing
inspiration
and
education
you're,
bringing
energy
that
you're
also
transparent
with
them.
So
it's
not
always
about
just
highlighting
the
good.
C
It's
also
about
saying:
where
do
we
need
to
improve
it's
about
saying,
hey,
I
understand
where
you
might
be
at
because,
frankly,
I'm
there
today,
it's
monday
and
I've
got
to
get
focused
and
so
come
get
focused
with
me
like.
What
can
we
do
to
get
focused
so
there's
a
good
bit
of
where
it's,
where
I'm
thinking
about
how
do
I
be
transparent,
but
also
help
them
shape
an
attitude,
that's
going
to
help
them
and
not
hurt
them
so
anyway,
that's
something
that
I
spend
a
lot
of
time
doing.
C
I'm
consistently
looking
to
see
looking
at
data
to
see
what
we're
doing
and
whether
we
need
to
be
doing
more
of
that
or
whether
we
need
to
be
doing
less
of
that.
How
can
we
tweak
something
to
make
it
stronger,
I'm
looking
at
making
sure
that
they
have
what
they
need
to
actually
be
successful
in
that
job,
whether
that's
lead
flow,
whether
that's
the
right
sequencing
and
the
right
messaging,
whether
that's
the
right
calls
to
action
in
the
messaging
do.
Are
they
including
the
right
resources?
C
Do
we
need
to
update
those
you
know
so
there's
something
that
people
grab
hold
of
more
so
and
then
there's
just
like
hey.
If
I'm
going
to
ask
them
to
do
something,
I
want
to
make
sure
that
I've
thought
it
through
that
I've
done
some
of
the
heavy
lifting
for
them
and
that
they
can
kind
of
do
more
of
the
massaging
of
it
tweaking
it
to
make
it
the
best
that
it
can
be,
but
I've
kind
of
given
them
the
bulk
of
here's.
C
What
I
want
you
to
start,
here's
where
I
want
you
to
start
from
now,
put
your
spin
on
it.
Add
your
flavor!
Add
your
spice
make
this
better!
That's
a
lot
easier
for
them
to
do
than
having
to
build
the
whole
thing
themselves.
So
I
try
to
do
a
lot
of
that
as
well.
It
isn't.
There
are
meetings.
Meetings
do
take
up
a
good
portion
of
your
time.
So
it's.
C
A
C
A
C
There's
a
lot
of
being
available
to
your
team.
I
get
asked
questions
a
lot,
and
so
it's
not
even
about
me
answering
all
of
those
questions,
but
it's
about
me
knowing
who
to
direct
them
to
sometimes
or
saying
hey
I'll,
take
this
one
off
your
plate.
You
can
continue
moving
on
leave
this
one
to
me
I'll
circle
back
with
you
when
I
have
an
answer,
but
just
just
know
that
I've
got
the
ball.
C
So
there's
a
lot
of
that
as
a
manager.
What
else
am
I
missing
out?
Let
me
look.
I
added
some
notes.
Alignment
with
marketing
and
sales
counterparts
is
a
big
one,
so
there's
a
lot
of
times
where
I'm
meeting
with
our
marketing
team
or
just
looking
at
hey.
What
did
the
follow-up
for
these
events
look
like
and
did
we
capture
everything
that
you
sent?
Have
we
done
well
with
what
you
gave
us?
Here's
the
update
from
my
end.
Is
there
something
that
we
should
do
with
these
going
forward
for
the
next
event?
C
Same
thing
with
sales,
it's
talking
to
people
in
the
sales
org,
looking
at
our
account
planning
docs.
Why
are
we
going
after
these
specific
accounts?
Is
there
something
that
we
could
do
better
here?
Do
we
have
the
right
data
for
these
accounts,
all
of
that
good
stuff,
yeah
onboarding,
new
members,
some
of
those
things
are
kind
of
typical
and
then
just
making
sure
sdr
expectations
are
being
met
and,
if
they're
not
being
met.
C
If
I
see
that
we're
lower
on
dials,
it's
not
about
you
know,
cracking
any
whip
and
getting
them
to
get
to
those
dials,
it's
about
figuring
out.
C
What's
holding
them
back,
you
know
and
sometimes
there's
something
that
I
need
to
remove
from
their
plate
in
order
for
them
to
be
able
to
have
that
focus,
and
sometimes
it's
about
shifting
my
expectations
and
figuring
out
a
new
way
for
them
to
get
to
the
desired
goal,
but
in
a
way
that
maybe
is
unique
or
just
fresh
or
is
showing
empathy
for
what
they're
already
currently
doing
so.
B
Being
on
the
other
side
of
the
fence
and
being
asked
to
do
all
the
enablement
totally
yep,
oh
yeah,
that's
actually
a
really
fascinating
answer
for
me.
Thanks
for
sharing
all
that,
I
actually
have
a
specific
couple
specific
questions
so
just
on
a
percentage
basis
like.
I
think
that
one
of
the
things
that
I
really
hear
so
I
just
to
summarize
making
sure
that
my
team
has
what
they
need.
B
That's
really
important,
whether
it's
for
marketing,
whether
it's
from
you
know,
thinking
about
pipeline
generation
leads
stuff
like
that,
and
then
the
other
big
thing
that
you
mentioned
was
making
sure
that
my
team
was
motivated
and
engaged.
So
like
that's
something,
that's
really
really
really
interesting
to
me.
What
percentage
of
your
energy
goes
into
that
would
you
say,
like
you
know,
is
that
like
priority,
because,
like
we've
all
had
a
manager
before
where
it's
like
that
was
priority,
number
six
right.
C
B
Had
a
lot
of
turnover,
we've
also
had
managers
that,
like
that's
like
something,
that's
like
super
super
important
right.
So
I'm
curious
as
to
like
what
priority.
That
is
how
much
like
in
a
given
week
how
much
your
energy
goes
into
that,
and
what
do
you
think
the
payout
for
that
is
for
an
organization.
C
Wow
percentage-wise,
some
of
it
I
do
naturally,
and
so
it
it's
kind
of
just
fluid
and
it's
there
in
the
back.
It's
running
all
the
time,
I'm
thinking
kind
of
along
those
lines,
but
I
would
say
gosh
I
would
say
if
I
was
looking
at
all
of
my
priorities
on
things
that
are
super
important,
that
I'm
bringing
to
this
team.
C
C
My
number
one
is
making
sure
that
they're,
and
so
I
want
to
make
this
generalized
that
they're
equipped
with
what
they
need,
so,
whether
that's
the
leads
are
in
their
box.
Like
that's
a
lot
of
times
here,
we
still
have
trouble
with
that,
just
making
sure
that
they
can
see
what
is
the
best
things
for
them
to
follow
up
on.
You
know.
A
C
Thing
is
just
making
sure
that
they
have
the
messaging
baked
out.
So
all
those
things
are
in
the
number
one
for
me
like
have.
I
made
sure
that
they
have
everything
that
they
need,
just
that
they're,
seeing
the
right
things
that
they're
not
having
to
go
out
and
fish
for
it
for
themselves,
and
I
have
everybody
distracted
on
those
kinds
of
things
I
want
them
to
come
in
and
know
that
hey
mona's
gonna
have
made
sure
that
we
have
what
we
need
to
do
our
role
for
the
for
the
day.
For
the
month
you.
A
C
For
the
quarter,
et
cetera,
so
that's
my
number
one
and
number
two
to
that
and
it's
very
close
to
is
making
sure
that
I'm
coming
alongside
and
I'm
helping
energize
their
work
because
it
is.
A
C
A
it
is
such
a
taxing
role,
so.
A
B
I
love
your
answer
and
I
think
that
it's
a
very
empathetic
approach
as
someone
who
has
been
in
that
role
for
a
long
time
that
like
for
you
to
actually
have
an
answer
like
that,
so
thanks
for
sharing
about
that.
The
other
question
that
I
have
is
all
right.
So
I've
always
been.
I'm
curious
that
okay,
so,
like
I'm
trying
to
phrase
this
the
right
way,
I
have
all
these
meetings
in
my
calendar
and
then
I
never
want
to
have
a
meeting
for
just
having
a
meeting
sake.
B
That's
a
waste
of
my
time!
That's
a
waste
of
everyone
else's
time
right.
So
it's
like
before
I
have
a
meeting
I
actually
like
mentally
visualize,
like
what
like.
If
I
got
xyz
out
of
this
meeting,
then
it's
a
successful
meeting
and
then
now
you
know
this
helps
out
my
business.
This
helps
my
team
whatever
etc
right.
So
it's
like
I'm
really
curious
as
to
what
objectives
you
have
for
a
one-on-one,
so
obviously
some
of
it
is
just
check-in.
B
Some
of
it's
I'm
curious
as
to
like
before
you
have
one-on-ones
like
do
you
have
like
that
sort
of
mental
visualization
type
of
thing
where
it's
like?
What
am
I
trying
to
get
out
of
this,
or
is
it
more
a
general
check-in
or,
like
I'm
curious
that
just
like,
can
you
just
shed
me
some
like
what
are
your
objectives
for
one-on-ones.
C
C
It's
to
to
have
that
connection
point
where,
like
hey,
have
I
been
seeing
your
world
the
way
you
see
your
world
tell
me
what's
been
on
your
plate.
Tell
me
what
you've
been
focused
on
you
know,
and
is
that
what
I
thought
that
you
were
focused
on
or
did
I
have
no
idea
that
you
were
focused
on
that
you
know,
and
so
I
would
say
that
some
of
it
is
just
to
make
sure
that
we're
in
lockstep.
C
One
of
my
second
objectives
is
to
make
it
to
where
it's
an
environment,
to
where,
if
they're
behind
in
this
particular
area
or
if
they're,
if
there's
something
that's
been
tripping
them
up
or
taking
them
way
too
much
time
that
they're
able
to
bring
that
up
to
me
that
I
can
uncover
that
in
that
meeting
and
say.
Please
give
that
to
me
so
that
I
can
help
you
with
that.
So
we
actually
look
for
those
places
like
it's
not
gonna.
You
don't
have
to
come
to
a
one-on-one
and
worry
about.
C
Oh
man,
I
haven't
gotten
to
my
inquiry
view.
You
know,
that's,
hopefully
something
that
I'm
bringing
up
to
you
and
saying:
hey.
Let's
try
this:
have
you
when's
the
last
time
that
you
got
into
this?
Is
there
something
that
I
can
do
to
help
narrow
that
view
for
you,
so
that
we
can
at
least
prioritize
x,
y
and
z?
If
we
get
that
done,
then
that's
success.
You
know,
and
so
we're
constantly
looking
at.
C
What's
one
more
thing
that
we
can
do
that's
going
to
drive
success
for
you,
it's
something
that
you
can
implement
two
days
from
now
and
at
the
end
of
the
week,
we'll
be
like
when
so
figuring
out
a
plan
for
another.
When
is
part
of
my
one-on-ones,
I
would
say,
and
then
just
making
sure
that
there's
a
touch
point
for
them
to
be
able
to
bring
up
anything
that
they're
that's
on
their
mind
as
a
concern
or
a
point
of
need,
or
anything
like
that.
B
I
think
that
that's
really
interesting,
because
I've
had
one-on-ones
where
they're
all
about
like
I've
had
one-on-ones,
where
it's
like
tell
me
about
your
life.
Tell
me
about
how
things
you
know
like,
and
it's
almost
like,
like
a
coffee
chat,
not
here
I
mean
like
in
previous
jobs.
It's
like.
I
have
one
on
ones
that
are
very
conversational,
and
then
I
have
one
on
ones
that
are
very
problem
oriented.
So
I
do
think
that
there's
like
a
spectrum
of
one-on-ones,
but
thanks
for
sharing
that.
C
C
C
The
15-minute
check-in
is
more
of
a
you
may
not
have
like.
We
may
not
have
anything
that
we
need
to
really
touch
base
on.
So,
let's
just
like
first,
let's
just
be
able
to
dive
in
a
little
bit
more
of
like
how
are
you
doing
what's
going
on
personally
make
have
that
kind
of
chat,
but
then
it
is
also.
Is
there
anything
I
can
do
for
you?
You.
A
B
All
right
well
now
that
I
understand
this
was
actually
super
enlightening.
For
me,
it
was
really
good
to
hear
your
story,
and
you
know
about
your
role
all
right,
so
we
talked
about
all
these
different
things
right,
having
one-on-one
seeking
strategically
solving
problems.
B
I
I
guess
like
in
my
own
personal
career
experience
like
there
were
certain
jobs
where
just
sort
of
like
I
knew
that
this
wasn't
a
good
fit
for
my
personality
right.
So
that's
why,
whenever
I
advise
like
high
school
students
and
stuff
like
that,
I
tell
them.
You
should
take
a
personality
test
because
it
could
potentially
save
you
tons
of
money
by
you
studying
something
in
college
for
four
years
that
you're
not
going
to
use
so
tell
me
about,
like
all
right,
so
you've
been
in
this
space
for
a
long
time.
B
What
sort
of
people
do
you
think,
like
you
have
seven
people
on
your
team,
the
type
of
people
like
the
one
or
two
people
that,
like
in
your
one-on-ones,
you
might
start
to
think
like
and
start
pitching
like
hey,
you
should
think
about
management.
You
know
so
like
what
are?
What
do
you
look
for
in
potential
future
managers
and
what
sort
of
like
characteristics
would
make?
So
I
guess,
like
it's,
just
sort
of
what
would
what
personality
fit
would
be
like
for
great
for
an
sdr
manager
that
was
a
little
concluded.
C
Yeah,
I
think
one
thing
that
I
would
say
that
I
think
particularly
stands
out
is
when
somebody's
not
looking
for
a
solution
just
because
it's
their
problem
like
they're.
Looking
for.
C
Understand
it
can
affect
this
many
people
like
hey,
I
think
if
we
made
this
change
it's
not
about.
If
we
made
this
change,
then
I'm
going
to
xyz,
but
the
changes
they
actually
bring
up
are
because
they're
seeing
that
there's
more
people
involved
you
know
or
that
it's
going
to
go
far
beyond
even
them
just
being
in
the
role.
C
You
know
it
can
actually
impact
the
sdr
org
as
a
whole,
and
so
that
always
is
a
big
indicator
to
me
that
this
person
isn't
just
about
hitting
their
number
they're
about
more
people
hitting
their
number
they're
about
the
team
hitting
their
number
so
yeah,
just
their
concerns
are
more
about
a
team
dynamic
or
a
team
success
factor
or
anything
like
that,
rather
than
just
their
individual,
and
it's
not
that
they
can't
have
both
like
they
can
care
about
themselves
individually,
but
it's
they
raise
concerns
that
they
see
could
potentially
have
impact
for
more
people
than
just
them.
C
So
that's
something
that
I
think
stands
out
to
me
as
somebody
who
would
make
or
a
good
team
manager.
I
also
think
people
that
enjoy
developing
others,
growing
others
championing
others
when
you're
an
sdr
manager.
You
really
should
kind
of
have
the
mindset
of
okay
we're
going
to
try
something
you
and
me
you
know
like.
If
I
had
somebody
on
my
team
say
bruno
bruno
you
and
me
we're
going
to
try
something
we're
going
to
try
this
strategy.
If
it
fails,
it
was
my
is
my
deal
like
it
failed.
C
I
I
had
the
idea
bruno
just
executed
it
on.
I
should
have
thought
about
x,
y
and
z.
You
know
if
it's
successful
bruno
had
this
great
idea.
He
brought
it
to
the
table
and
he
implemented
it
and
blah
blah
blah.
He
gets
all
the
credit
for
being
a
great
deal
if
it
wasn't
or
a
great
idea
if
it
didn't
work
out,
I'm
taking
the
heat
on.
This
is
an
experiment
that
I
tried
and
thankfully
bruno
helped
me
try
it,
but
we
figured
out
that
it
wasn't
successful
and
we're
going
back
to
the
drawing
table.
C
You
know
yeah
and.
C
Has
some
great
ideas
of
how
we
can
change
this,
so
it
can
actually
be
more
effective.
You
know,
and
it's
all
about
elevating
your
team
members
rather
than
you
trying
to
take
that
those
accolades
so
anyway,
so
I
would
say
a
person,
that's
kind
of
wired
more
that
way
that
enjoys
really
just
bragging
on
their
team.
C
C
I
want
to
say
hitting
the
streets
but
they're
on
the
streets
anymore,
so
but
they're
on
the
phones,
they're
sending
the
emails
and
they've
got
the
bag
that
they're
carrying
and
all
that
good
stuff.
So
yeah.
So
that's,
I
would
say
someone
who
is
okay
not
being
in
the
spotlight
but
rather
putting
the
spotlight
on
their
team.
If,
when
it's
good
spotlight,
I
would
say
those
people
who
can
give
clear
honest,
helpful
feedback
in
a
way
that
helps
others
to
actually
take
action
on
it.
C
So
don't
just
give
feedback
and
then
not
have
practical
ways
that
you
can
implement.
It
say
you
and
you're
not
worried
about
doing
that.
You
know
that
you
can
communicate
it
in
a
way
that
is
going
to
be
effective
in
a
way
that's
going
to
be
motivating
in
a
way
that's
going
to
you're
going
to
have
built
up
enough
relational
equity
for
them
to
know
that
you're
on
their
side.
You
know
that
you
actually
really
care
about
them
and
that's
the
reason
why
you're
giving
this
feedback,
so
I
think.
A
C
Super
important
as
a
stereo
manager,
so
if
you
find
yourself
having
some
of
those
strengths,
I
think
those
are
pretty
good
indicators
that
you're
going
to
be
a
good
sdr
manager.
B
I
really
like
your
answer
in
terms
of
I
I
mean
to
put
a
label
on
it.
One
of
the
things
that
you
described
is
really
just
servant
leadership
right,
I
mean
that's
what
that's
that's,
ultimately,
what
you're
describing.
I
also
think
that
what's
interesting
about
your
answer
is
that
you
listed
three
things
and
two
of
them
are
about
values
and
heart
posture,
and
only
one
is
a
skill.
The
skill
that
you
mentioned
was
about
creating
accountability
and,
like
you
know,
giving
constructive
feedback,
but
the
first
two
that
you
mentioned
is
just
like
about.
A
B
Think
that's
really
interesting,
so
I
guess
like
I
wonder
if
it
that
just
means
that
like
this
is
something
that
well
I
I
guess
it's
like
this,
it's
like
being
in
a
bunch
conducting
a
bunch
of
sales
interviews
and
stuff
like
that
right
and
it's
like.
Oh
did.
He
have
good
presence.
You
know
like
how
was
his
communication
skills,
it's
very
much
like
almost
like
qualitative,
as
opposed
to
like
asking
the
deep
sea
or
seated
questions
about
like
you
know
what
your
motivations
you
know.
What
are
you
saying.
C
Yeah-
and
I
think
there
are
definitely
skill
sets-
are
gonna
set
you
up
for
more
success.
I
just
think.
If
you
don't
have
these
baseline
passions,
you
can
do
those
things.
I
don't
think
you'll
likely
be
as
successful
for
as
long
and
maybe
that's
your
goal.
Maybe
your
goal
isn't
to
be
an
sdr
manager
for
a
long.
C
Maybe
it's
just
to
drive
success
for
12
months
in
hopes
that
you're
going
to
go
to
this
other
thing
you
know,
but
as
somebody
who
really
is
seeking
to
be
an
sdr
major
and
thinks
that
this
could
be
a
passion
for
us,
I
would
say
that
if
you
have
these
in
place
and
then
you're
likely
on
the
right
track,
are
there
other
things
that
you
should
be
doing
like
really
learning
our
tools,
like
learning,
how
to
make
the
most
out
of
outreach
and
sales
force
and
understanding
the
you
know,
whole
buyer
journey
and
understanding,
personas
and
understanding
copy
and
all
those
kind
of
things?
C
Yes,
those
will
absolutely
help.
You
and
you'll
have
things
that
you
can
give
your
team
and
to
help
equip
them
which
will
earn
respect
and
all
of
that
good
stuff
which
will
help
with
feedback.
So
all
of
those
are
there
as
well,
but
I
would
say,
there's
a
lot
of
people
that
are
really
good
at
creating
reports
or
who
are
really
good
at.
C
C
A
A
A
B
All
right
take,
I
appreciate
you,
you
know
taking
this
call
today,
wrapping
things
home,
tell
me
more
about
the
career
trajectory
right,
so
it's
just
sort
of
like
some
people
have
ambitions.
They
have
goals
and
it's
important
to
understand
like
all
right.
If
I
want
to
get
to
c,
then
I
need
to
go
a
to
b
to
c
right.
So
it's
like
tell
me
about
the
cro.
So
let's
talk
to
me
about
like
the
career
trajectory
from
sdr
to
sdr
manager
and
then
what
that
leads
to.
B
Eventually,
that's
a
multi-part
question
so
to
why?
Don't
we
just
start
with
like
if
I'm
an
sdr
in
this
organization-
and
I
want
to
become
an
sdr
manager,
then
what
would?
What
would
I
do
to
like?
You
know,
prepare
myself
and
you
know
make
it
so
that
that
move
makes
sense.
So
it's
like
when
you
moved
into
your
first
sdr
manager
role.
It
was
just
like
an
obvious
decision
right,
so
it's
like
how
do
you?
C
A
C
A
hey
this
path
and
and
to
not
despise
that
like
or
to
not
let
that
freak
you
out.
I
feel
like
when
you're
doing
your
job
really
well
and
you're
learning
to
be
a
master
of
your
craft.
There's
a
guy
named
ralph
barcy,
that's
one
of
the
things
he
told
me
when
I
was
in
the
ser
position.
I
was
really
frustrated
with
they're,
not
being
a
team
lead
position.
He
was
like
hey.
Let
me
get
your
mind
on
something
else.
C
He
was
just
like
mona
use
this
time
to
master
your
craft
and
things
will
work
out,
and
so
that's
what
I
went
back
to
the
drawing
table
for
and
then
that
opportunity
presented
itself
to
be
a
marketing
manager
somewhere
else
but
anywho
it
all.
A
door
eventually
opened
for
me
to
be
an
sdr
manager,
and
I
believe
that,
even
if
insight
sorry
starting
to
name
companies,
even
that
last
company
didn't
bring
back,
you
bring
me
back
as
a
cr
manager.
C
It
would
have
opened
up
somewhere
else
and
I
would
have
known
I
can
do
this
role
because
I
was
mastering
where
I
was
at
and
I
was
learning
valuable
skills.
So,
even
if
you're,
you
don't
go
from
sdr,
manage
sdr
right
to
sdr
team
lead
right
to
sdr
manager
if
you're
doing
things
that
are
shaping
you
for
some
of
those
skill
sets
that
are
needed
in
the
sdr
manager
role.
C
You
are
on
the
track,
like
you
are
on
the
path
you
may
not
know,
yet
how
it
all
fits
together,
but
just
continuing
can
continue
mastering
where
you're
at
those
things
are
going
to
be
leveraged
when
you
get
into
that
position,
one
way
or
the
other.
So
that
might
not
be
a
like
the
answer
that
people
are
looking
for,
but
I
found
that's
the
answer
for
me
and
I
think
frankly,
I
love
my
story
and
I
love
the
things
that
I
got
out
of.
C
A
B
Is
so
some
people
do
have
like
all
right?
So
it's
like
the
thanks
for
the
answer.
So,
like
part
b,
I
was
asking
when
I
asked
like
five
parts
of
the
same
question
yeah.
So
it's
like.
If
someone
were
trying
to
become
a
cell
here,
you
know
strategic
account
leader.
Then
they
probably
are
going
to
join
smb.
Then
someone
leaves
commercial
and
then
they
go
to
commercial
and
then
finally
they
said
it's
like
like.
B
If
I
want
to
become
a
basketball
player-
and
I
want
to
make
the
major
leagues
then
I
do
really
good
in
high
school,
then
I
play
in
college
and
I
do
really
good
there
and
then
you
know
so
it's
like,
like
a
leads
to
b
leads
to
c.
So
tell
me
about,
like
you
know,
so,
if
someone
gets
into
the
sdr
management
position,
then
what
sort
of
opportunities
does
that
lead
to
as
well.
C
Oh
gosh:
well,
I
think
most
sdr
managers
are
looking
to
go
manager,
senior
manager
in
whatever
kind
of
role
that
is,
and
usually
after
that
to
director
of
sdr
management,
where
they're
managing
managers
of
other
sdr
teams,
some
of
them
end
up
wanting
to
go
from
sdr
manager.
Some
people
go
from
sdr
manager
to
closing
roles,
like
frankly,
they're
kind
of
like
man.
I
want
to
go
back
to
an
individual
contributor
role
after
managing
a
team.
C
Sometimes
it's
they
want
a
break
from
managing
and
they
just
want
to
go
back
to
driving
their
own
results,
and
then
they
go
from
that
to
sales
manager
positions.
You
know
they
haven't
already
had
that
that
skill
set
underneath
their
belt.
So
I
think
that
you're
either
going
to
go
sdr
manager,
senior
manager,
director
or
you're,
going
to
end
up.
C
That's
mostly
that's
likely
the
path
or
you
end
up
someone
like
me,
who's,
like
I
actually
just
love
managing
sdrs
and
that's
where
I'm
at
right
now
and-
and
I
continue
to
say
my
story
is
probably
not
the
norm
but
I've
it's
the
same
way
with
when
I
was
in
sdr.
Everybody
would
say
you
need
to
go
into
sales.
You
should
be
closing.
You
can
make
a
ton
more
money,
all
of
this
good
stuff,
but
I
really
enjoy
the
sdr
craft,
and
so
I
knew
that
I'm
staying
in
the
sdr
org.
C
For
me,
this
isn't
a
stepping
stone
and
I
feel
that
way
now
about
the
sdr
manager
role.
This
is
where
I
thrive.
This
is
something
if
I'm
going
to
be
out
there
working
every
day.
This
is
an
area
that
I
could
find,
passionate
and
believe
in
and
find
value
and
joy
in
so
not
everybody
is
on
a
on
a
path
to
continue
to
somewhere
else,
necessarily.
A
B
Well,
this
is
yeah.
That's
super
helpful.
Now
here's
the
favorite
part
of
the
podcast
you
can
give
if
you
want
to
you,
can
give
a
few
shout
outs
to
whoever
you
want.
A
A
B
C
I've
got
I've
got
so
many
shout
outs.
To
give
I
mean,
I
think
one
of
my
biggest
shout
outs
is
thank
you
to
evan
for
even
bringing
me
along
to
this
place,
he's
the
one
that
referred
me
over
to
get
lab.
He
knew
that
it
was
exactly
like
the
kind
of
organization
that
I
was
looking
for
just
matched.
What
I
want
my
balance
of
family
and
work.
C
He
knew
that
the
new
challenge
of
working
inbound
was
going
to
be
something
that
I
would
thrive
in
because
historically,
I
had
been
only
outbound
focused,
and
so
this
was
a
new
challenge
and
he
was
like
well,
I
think,
you're
going
to
enjoy
the
challenge,
and
I
have
it's
been
awesome
and
it's
just
super
nice
to
work
with
someone
who's
not
just
been
a
mentor
to
me,
but
who's,
also
a
friend
and
who
also
really
knows
what
he's
doing
so.
I
trust
his
leadership.
C
So
that's
great
for
me
really
thankful
for
hannah
b.
It's
awesome
to
work
with
the
female
leader
again
she's
she's,
just
yeah
she's
awesome.
She
has
the
same
servant
style
leadership
where
she's
like
hey
toss
over
what
you
shouldn't
be
focused
on.
If
there's
something
that's
a
bottleneck
for
you,
I
want
to
hear
about
it
and
I
really
appreciate
that
from
her.
I
know
that
she's
my
go-to
person
for
any
challenges
that
I'm
facing.
I
know
that
she's
able
to
listen
to
concerns
that
I
have
all
of
that
good
stuff.
C
So
there's
a
lot
of
trust
built
in
that
relationship,
so
super
appreciate
her,
and
I
just
super
appreciate
my
team
of
peers,
we're
a
collaborative
group
you're
part
of
that.
I
think
everybody
is
willing
to
pitch
in
to
help
to
share
what
they're
doing
that's
working.
C
C
Definitely
I
I
call
them
a
dream
team
they're,
my
dream
team,
so
I
super
appreciate
the
way
that
we
we
work
together,
all
focused
on
the
same
goal,
all
feeling
like
we're
just
as
engaged
as
each
other,
all
holding
each
other
to
a
really
high
bar
and
having
a
ton
of
fun
along
the
way,
so
cool
yeah.
Those
are
my
shout
outs.