VP of Sales Built Custom AI Tools With Claude Code that Lifted Win Rate by 8%

that were super high velocity company. So this would be great for anybody who, I almost feel bad for the companies that have a 12 month sales cycle 'cause they almost haven't really gotten to see the impact that all the work they're doing has done, where we get to see it in real time. So we have a five day sales cycle, right now we're running like two days, and my A.E.s closed 20 to 30 new logos am up. I have one project we did last year that we're actually like moving into another team, so I can show you some of what I'm working on and then I'll show you the finished product as well. ♪ GTMA, I project with Jonathan Moss and Coles K ♪ ♪ Where you'll get the latest with AI and GTM today ♪ ♪ GTMA, I project with Jonathan Moss and Coles K ♪ ♪ Two and an adult delay ♪ ♪ Catch the future on his plane ♪ ♪ To have the make-up be tribute champion of 2025 ♪ Renee, Rudy, how are you? - I am great. - It's funny, I keep the Renee in my LinkedIn because that's how I can determine if somebody is just like doing an auto-filtk 'cause it always says Marshall Renee, where if they're actually reaching out to me, it'll just say Marshall. Yeah, that's me, VP of sales, I'm in a minute. - I love it. This is a double privilege for me because obviously you guys are a customer momentum. I always love having customer momentum on the podcast, but I had you on because as you said before, I've heard this from several other people in the momentum team, but you're the person who does a lot of these AI workflows and different things. You figured out a lot of stuff, which I love to hear that and I'm really excited to see what you do. So this is gonna be fun. - Yeah, I think it's great that you have gone in that direction with the podcast. That is something that I get asked often and my focus is obviously gonna be like doing that with my own team. And yeah, I think it just comes from curiosity and the mindset that everything is figure-outable and I'm just obsessed with that. - Other to you, you're a fellow AI geek and I love it. You're my people, which is good. Tell me this, if someone is listening to the whole podcast, what are they gonna get out of this lovely next few minutes of their lives? - I think I would like people to walk away with understanding what kind of mandate you can push to team members that are non-technical, that have never built anything that will literally have them sharing this with your engineering team and even your engineering team will be like, whoa, holy shit, how did you build that? - I love it, that's perfect. Now, the part that's my favorite, one of my favorite parts of the podcast is this question. I need the non-resonant, non-linked inversion of who the heck is Marcel. And by the way, your background is in like your owner of Bluxem Salon, your education and training measure, easy hair, pro. So you've been in hairstylist and Mingle Mintz, which again, I'm assuming is spot and software, or sorry, spa software and salon software for salon. So it makes sense to me, but like, how'd you go from obviously owning the salon to not being the VP of sales? I love to know the journey, it's the non-resonant version, and then how you get to the AI Gutset, can you handle all the goods? - Yeah, I think from a young age, like I knew there was, there's like this limited capacity of creativity in me. And I say this meaning, like I loved the idea of doing hair, and I can think back to the early days, I was a competitive dancer in high school. So I've always been somebody who's competitive, but I was the one that would get to the competition five hours early and do everyone's hair. And it was like meticulous braids and meticulous curls and like everything with like precision, fast forward to actually becoming a hairstylist. I worked in the type of salon where it was all around precision hair cutting. So I was a hair cutter for many years, and I've always been somebody that like when I do something, it's okay, what's next? If I'm not growing, I'm borderline depressed. Like it's not good for me. And I got into hairdressing with this idea that I would still work in sales. And so I did. Easy hair pro is actually a hair extension company in manufacturer. - Oh cool. - So I was hawking 22 inch hair extensions across the US and Canada for 10 years. And these are the types of services that cost $2,200. So when you're selling those day in and day out, you're in sales and it's very much that in person, kind of boiler room mentality because if I have a client come in or if I'm in a salon teaching, like I'm teaching them how to close. I'm teaching them how to close on these types of things. And you know, you're doing it at scale. I'm teaching 30 hair stylist how to consultative sales really. So it always was something I was interested in. And there came a point owning this salon where I realized there were a lot of things that I felt I should be able to do without being strapped to the business. So at that time, Vintech was just like this billboard in Austin or something. It wasn't really something that you had software deep vertical SaaS that was POS integrated. That I could do payroll from the beach in France. Like I wanted freedom from being like strapped to the business. And so I decided there was like something else calling me. I didn't know what that was, but the first thing I needed to do was like redo the tech stack in the salon. Mind you, at that time, nobody knew what a tech stack was. If you were a salon owner, that was like a weird thing to say. I had my team on Slack. I was somebody who was like one of the early gusto users and SMB. I always wanted things to be smooth and efficient. And I was obsessed with technology. So fast forward. I'm going to buy a point terminal. I don't know if you remember those. And at the time we were using one of our competitors today, I found out that the point terminal that I was buying direct, I could not integrate because you had to buy it through them. And I was just like, fuck this. There's got to be something else out there. So I get this phone call from the gentleman who I bought my point terminal from. And he goes, I can't vouch for this company. But we just built a cloud bridge connection with them through point. And so they'll be using point as their payment terminal. I don't know too much about them. CEO seems like a nice guy. So I call the number on the website, lo and behold, I'm giving him my credit card information to pay $75 a month for a subscription. He didn't give me a discount. That annoyed me. But he did drive down from LA and on board my team the next day. And that was the CEO of Mangament, Daniel. And when we met, there was just like that kind of that Kiz met moment where it was like, oh, he looked at what I was doing. It was like, wait, you just slack for your salon. And then started asking out my background. And I remember him taking me on this long walk, explaining to me, fucking acronyms for two hours. So a BDR is like this and comparing it to warfare. And then you have your ground troops. And this is what they do. And I'm like, yeah, this makes perfect sense. Let's do it. So fast forward eight years later, here we are. We just crossed 25 million as a company in AR. And it's been, it feels brand new today. And I think that is the age of AI. Like it's this thing of so many questions. Now I can answer at a speed that I could only dream of four years ago. And so today feels like the beginning, even though we're eight years in. It's crazy. We're going to look back at these days and go, man, do you believe we used to do it like that? Because today, I was like ready to punch through the cloud code terminal, because there are already these things where I'm just like, I can't believe I'm already impatient when I just analyze what would have taken me hours of copypaste. Right. So yeah. But I think that is the mentality. Like that is the mentality you have to have when you are somebody that's just that you have to be growing. So yeah. Yeah, that's awesome. I love it. I'm I geeked and ready to see what you have behind the scenes for us. We want to start. We want to begin with. So I figured I could show a couple of projects that my team has built. In the past, I zeroed it down to what they've done in the past two weeks. And then I have a larger project that we did about three months ago, no, four months now, we rolled it out four months ago. And that's around like the sales motion, golden scripts, were some were super high velocity company. So this would be great for anybody who I almost feel bad for the companies that have a 12 month sales cycle because they almost haven't really gotten to see the impact that all the work they're doing has done where we get to see it in real time. So we have a five day sales cycle. Right now we're running like two days. And my A E's closed 20 to 30 new logos a month. I have one project we did last year that we're actually like moving into another team. So I can show you some of what I'm working on and then show you a finished product as well. I think one of the big things that maybe I'll start with is sharing a couple of things that in the past could easily get away from you. Like we use notion as like our internal here's where your SOPs are. Here's where your golden script lives, but accessing information and ramping team members still felt really messy to me. And there was never a time. And like there was never a time where I would look at our notion instance and be like this is clean. I realize. We just never were going to get there. So one of the things, I'll share a couple projects here, somebody, I mean, one of the things that we always struggled with was ramping team members in the product and having a way to know that what they had done was correct, was good, was whatever. So this was a fun one that just launched this week and this was built by my director of onboarding. The reason I think this one is so fantastic is because she was somebody that had plucked out a LinkedIn, who was a hairstylist near where I was. We didn't know each other. And she went cold out reach and attacked us fast forward. She found the company like three years, three years plus Marissa. Forgive me. I don't know your start date, but that's not my strong suit. And she made a joke on LinkedIn recently. And she said, if you would have told me that fast forward three years, I'd be building in Claude code. I would have literally something about like grabbing her blow dryer and just going back to blow drying. And I love that about her because she is somebody that like took this mandate of, hey, these are things we need to speed up. And then she just goes and builds it. When this one launched, so this is specifically going through how to learn our product because our product is deep vertical. We do everything that a salon or spa needs to run their business. So you're not just learning about booking. And my expectation of the revenue org is that they're 100%. Like they know everything in the product. So she built this tool. You can see the time breakdown of each part of the product. How long it's going to take so you can save your work here. You can work through everything that you need to learn. And then we have a lot of this progress gets submitted to the manager. So whoever that frontline manager is to walk, walk them through that cadence. Each week is broken down into more complex topics within the product. And basically has built our entire basically like an LMS just for our product training. So this one is something that we had looked at buying. But then when we realized like the way our product is built using the way Claude code, we mentioned things changed so quickly. Probably four months ago we could not have done this. And now with the MCP with notion where all of our database is. And the ability for Marissa to go in there and make edits and build this thing. This was one we rolled out. That's cool. Another one. So is this does this get fed back it's like when someone puts in their name. They go through certification. So I'll get straked back to notion. Yes. That's awesome. Yeah. One of the things that I went through with the managers was I'm somebody that I micromanaged the data not the people. So if I see that something isn't working, then we're going to drill in and drill in until we find the thing that's solvable. And then you my team knows based on this one thing that I've noticed that if I do not see that things are being executed on a in a way that is. And I think that's usually better than how I think I would do it, which I think many sales leaders have this little bit of ego like, oh, I could do that. Which sometimes is good. What I've noticed is they will see me start to jump back in. And that's how we have found the sweet spot of what they should go build. So if my managers see me. Harping on one thing. It's, ah, that's the thing I need to go build because that's the question to answer. I think Marissa is just cheat is that type of person for herself as well. So then this all, yeah, flows back so she has access to that. And then each session has like a certification quiz. So you can get certified in mango. I love it. Which is important because I'm not going. It's hard when you have this is one that this is also brand new. She built. So so fun one for you. And then you found some there's a lot of Marissa is so in the best way annoyed that she cannot manipulate tasks after a call is processed through momentum. Because she's very particular in the way that she operates and the tasks for us are so nuanced her team does on boarding and implementation. And it might be that they need to ask you obviously not talking slack or sales force task is that's what the momentum does you talking outside of those. But it's like very nuanced. So for example, there might be a task set to because it heard them say they need to order the hardware. But what she has done here is this is like phase one of what are all the things that need to be done that we can actually automate. And so one of the things that I always tell frontline managers is and I think this was. Is it Jordan Crawford from can't can't about yeah. So he tells people and I tell everybody this just record your day all the things that you do. And then feed that in and ask cloud code how it can help you do some of these. And so this was like the first iteration that I saw Marissa's brain kind of wrap around that of yeah we don't necessarily want to be sending the team in here like I think longer term we can make this live where we already work. But what she's doing here is she can paste in a transcript. From a minimum and you're going to get a few things so you're going to get an extraction of all the things that need to be done. But she also realized that there was there was a gap in we send hardware to companies. So she's automated that too. So it's like a one click to build based on the conversation in the call. Hey, okay, you want to do the tall white stand with the white card reader and then it's a one click to order and ship. Because we have all that data in the transcript as well. They're address all that stuff. So this basically covers the post call for her team that is beyond just like filling in the fields or setting the task. It's the actual action stuff. That's been a fun one. So that's phase one. What else? Okay, that those are what's been going on now, but the rewind back sometime in last year. So we had rolled on momentum. I think midway through last year. And I was really involved. We had Marissa actually owned that roll out and so you'll see like her face on a lot of the created by. Seals. Yeah. Yeah. And a couple of things that we realized pretty quickly was, hey, what's your guys update? I saw something. Something good. So one of the big ones was we started to see an uptick due to enhancements in the product. So we're seeing really great things come out of the product and we're seeing win rate go up because I could attribute it to that. But what we had to do was change the words we were using when we came into certain things. We started with the demo golden script project. So this was the big one that Noah. He's actually one of our frontline managers. So he oversees a pot of a ease. And what he did was analyzed and at this time, six months ago when he did this, he was like pulling manually pulling these transcripts out. And I think he used chat to be T for the initial iteration. But what he did was analyze those transcripts found the commonalities in like some of the objections we were able to drop. And then we had some new ones. We analyze the top closing scripts. And then we rolled out our new golden script. The way we train that is we use a Vara, which is a simulator. I even took those. And then that's how I think about it too is like anything we're rolling out. I got to go beat it first. Like I need to pass it because I also need to make sure we're not rolling anything stupid out. Like I still think so deeply. And like, I don't want to hear something that is just I've seen crazier shit out there. And I don't want that team that is saying some wild shit just to get a deal. So we roll this out. This is the transcript of like my calls using the golden script. These things are all built in notion. So Noah goes in. He builds what that is. Here's exactly how that might sound. And we take it from here. We layered into a Vara. This gets assigned to all the AEs. You've got to have a passing score. And then you can get the exact details. One of the things that I love is this then becomes a conversation. We actually thought we would split this out. But we it becomes how my frontline managers and I communicate. Because we debated out. Were they off script or holy shit. They were so off script, but they still won the deal. So now let's analyze that. Let's go a little deeper there. So this was one that from the time we rolled this out. Now we had product improvements as well. Like our velocity on the product team has been phenomenal in this past year. And then we roll out to this where we're training everybody on this from the beginning of 2025 to today. We've had a eight percent increase in win rate. So like from like you're saying like from 25 to 33 like that kind of percentage change. Yeah, we started at 29 and by the end of 2025, we had an 8% increase in our win rate. That's amazing. That's really amazing. Yeah, so it's just the thing that I keep thinking about is why isn't everybody just like deep in it on it like playing with this. And I realized when I spoke with somebody the other day in one of our portfolio companies in one of our investors, AllTos referred me to it is the difference between just like that first step. Like just diving in and figuring it out. So one of those for me recently was around our BDRs where we had a similar problem to solve. So I figured this could be a start where I just could show how I've been like brute forcing my way through some data challenges and what I did to do a similar thing that we did with our eighties four five six months ago. I love it. Loading way for it. So we use NUX's lovely product really actually stoked with a lot of what they have been rolling out. We're actually using their sequencer, which I think is still in beta. I'm not even sure. So we dropped outreach. We're now using NUX for that for our BDR team. I think you're always going to hit these things where there's like some limitations. What I realized recently was we have changed the way we do outbound. So we didn't do any outbound until 2025. I actually had a had listened to were also in the saster portfolio. And he was like, you got to talk to Kyle Kyle. And I had I think one conversation with him, listen to him on a couple podcasts and I was like, uh, this is like literally our customer is like the wife of the customer he's selling to. We could do the same way. We just got to get their cell phone number. So we went all in. We built out our TAM database, our wonderful data team did. And we built out this like MTS for us. That's multi touchpoint strategy with our marketing team. So if you are a waxing boutique, we're going to send you a joke that we're sending them trash, but we literally sent them like waxing sticks with mango mint on them. Little pins that say I'd wax that cute stuff. They get that day later BDR calls. Those campaigns were changing so much last year. And just recently it occurred to me, we have not updated our golden script. We don't know why the fuck we're getting demos. We don't have the same pattern interrupts. I don't even know what's going on. Then I realized I can't export any of this. So old me would have been like, hey, cool. Let's get in here and copy paste until my head falls off. You'll notice this little orange outline. If you haven't used it. So what I ended up doing today was taking cloth. So starting in the chat, this is where cloud comes in. Let's see. I think we were in my old one. Yeah. So we'll go back to my personal. There you go. There you go. So we started in here and just started like asking if I can't do any of this, how do I do it? What cloud then does is figures away to hop in here. So you're using it live in the browser with the Chrome extension and it went in and it's just pulling all of these. It ended up taking. I had to restart about three different times because shit still breaks went by the time it actually pulled the 212 transcripts that I was looking at. So I was analyzing from November. It ended up taking three and a half minutes. So now I have a JSON of all of these transcripts. And that's when I brought that into the code terminal and analyze them here. This is where we're getting the patterns. What were the main objections? What were the main interrupts that were used? And then I did this a couple times because I also realized when I came back through, I forgot we had just gotten our enterprise plans. Then I like did it again over here and had a new result, which is interesting, but true. And then I broke things down by the different objections. We got the ones that were overcome, pulled those out. And so you're just talking to it. Like there's zero technical skill needed aside from the fact that you have to be relentless and know what you want out of it. And then I had it look at the battle card gaps. So based on the calls, another great thing about NUPS is those alive battle cards. So NUPS hears you on the phone, competitor comes up, boom, it pushes you to the battle cards, but inevitably you're going to be missing some. So we analyzed those. And so this is pretty much about, this is what I was working on today and then paused here when we got on the call, but where we were at was like, okay, we have some missing battle cards. We have some objections that we have to understand are they like, are they regrettable, meaning we could have overcome them or they things like some of the things that we are talking about with the finance team. Do you have a loan through another software? Those are things that other competitors used to be sticky. How can we overcome those? Right. And now I have to decide what the hell do I do with all this? And I have two goals that I want to pull out of this particular project. One is I want to be just as clear as I am with our A E team on why we book demos as I am that why we win deals or how we win deals. So I want to come out of this with a solid golden script. And then I want to make sure that those live battle cards are all up to date and minimized because if there's too many words, they don't get used well. So that way we can start working. This is also something that I probably won't share, but we'll basically be live with the BDRs so we can enhance those things in real time based on competitor based on vertical because we serve sub verticals within ours. And then again, those will go into with the nook simulator, how do you build the muscle memory around it and roll that out. So a pause there and we can kind of go deeper into any part. Oh, you know where to start with this is going to be good. Goodness. I love it. What do you find? So you use case when my team is obviously so you're not, when I'm as far as I know because nooks doesn't have a situation yet. Oh my gosh. And I don't know. I don't know if they will. And hey, this is just to be fair. Like I love all the products we have. But the reality is we bought nooks under the impression that the API was going to be different than the API that it's actually going to be. I look at things as don't worry I never worry about what's coming because like my dream world when we bought momentum is that whole chain from BDR would be in there. And then when it's not, it's like you don't pause there. Like you don't wait. You don't sit or just figure it out with what you have. So that does suck because getting the notes we want in there for the eight years. And also like having the slack integration. Like that whole instance is a complete game changer. Like when you have a two fucking day sales cycle, you need to know the moment it has gone off the rails. Yeah. Yeah. Some of the things you are doing are definitely things on the roadmap because we've been talking about doing something. We're not sure we're going to call it momentum artifacts, but it's kind of like what you're talking about. We could query and visualize that stuff like you and cloud. But here's my question for you. Because some of the things like like you said before, every point solution is going to have a limit. And with a cloud code, it's open to you and your imagination. Right? Yeah. What do you, when you're looking at different problems that you're solving? Like just like what Jordan said, you go through your day and figure out where it can help you. The other side of it is there are things that you're doing day to day that may not be the thing you should be doing to actually lift the button of revenue. Yeah. How do you decide of where to point AI at? That's obviously going to help you time, but also lift up revenue like the 8% win ratio. How do you do that? So for one, we have a really every week we focus on having the entire like anyone who manages people, you have to identify your MIT. So we have this company wide mandate. The MIT is the most important thing when it comes from keep the main thing. And I always say here, I'll pause for a second so that I can switch and stuff. And but I always say, okay, the main thing, if you're a revenue org, it should be that one thing that's such by doing this one thing, you will then impact all of the downstream things that affect increasing revenue. So when somebody is going to be building something. So one other problem we're solving for right now is we are always unseating another software when we bring someone over. So even just those 212 transcripts, about 110 of them expressed the lift that it would take to go from their current software to ours. Now there is development time that would be necessary to do these things at a scale at which are different than how we already do them because some is manual, some is automatic, some software is do not, they literally hold your data hostage as a means of being sticky. So we have to decide like where do we point resources to make that happen. So one example of this recently was we had a really senior engineer that told us one particular import that would win deals was not possible. And I do not fault him for it. It was just the almost the problem of knowing too much and having gone down roads that are very painful before with APIs and so on and so forth. where we have someone who is very junior, whose job is to manipulate data, and she solves this problem in a week's time. And it was the blessing of not knowing too much and believing that anything is possible. So when I think of in the revenue org and why I push the even down to a frontline people manager, so hard to find the things that are annoying, that are repetitive, that don't require such deep nuance. So one of the biggest challenges we're going through with the BDRs right now, they're going to regardless of the list that they're handed that is already prospected and scored and looks great, they're clicking on the website and going, I don't like the website design, I don't think they'll be a good conversation. I can't very well tell Claude, we are working on this, but it's not easy to tell an LLM, does this website have a good vibe? Yeah, yeah. Subjected. So, okay, maybe we pull back from that, but what's one step before that, where it is a task that can be repetitive and easy that we could solve and then go and try and solve it yourself, because if you even just come up with the MVP that tells our head of engineering, the signal of holy shit, you just built this. And then I've even had engineers ask my team members, wait, so did you code any of this? And they're like, I just told Claude, like they still can't believe that the non-technical, so that's been really fun on the team to see those teams merge because what will then happen is the thing that really does solve the problem bubbles up, the thing that moves revenue forward, that imports customers information faster, now it makes a lot of sense to get an engineering mind on it and make that even better, maybe it needs to be built into the management product, whatever. But that's the unlock and that's why it's so important that the actual, the people who are closest to the customer are like messing around and finding out. It goes back to the whole point about the front, front-to-point engineer, but it's that same concept, but it's just your team instead of doing it for tech, it's so you're for revenue tasks and jobs and the kind of stuff, which is pretty cool. Yeah, we also have a really weird way of hiring. I say it's weird, we probably just because it's new to us. So we don't go into the year with a head count plan, we take the approach of like selective hiring, and I think it is really attractive to just want to throw people at it that are smarter at it than you, and there is the time and place for that. Absolutely. By all means. However, what we have learned is a lot of the things that we need to figure out to go smooth so we can go really fast, it would take so long to ramp somebody that is more technical to understand the nuance of what we're looking for that serves our customer best, that we end up being able to do those things faster and then pull in where we need from there, and then we can make a really strong case for the hire we want to make. Nice, I love that because that's a whole other story you can talk about, which is fighting the people who have this non-fear, I guess you could say, of willingness to actually practice and try because you have to have that, when I can help people go through the academy, I always tell them like the best question you can ask as you go through AI is I wonder if I can do this with AI, and then just trying because it may not work, but the best way is you've got to tap them and make it, you help you with this, let's just do it, it may not work, but I'd rather do some of the best things I found in AI has been me just going, I wonder if I can do this, and then most of the time it's crazy. That was pretty much today where I bounced back and forth between, you're in MN Cloud Code and I'm pushing into analyzing this, but then you realize I actually need to go back to chat or a co-work to do the browser tab to push into this, and how do I learn that? I asked Cloud Code, there's definitely a moment where I have to switch my brain from this thing of trying to either allowing the intelligence in that product to push you along, and just like letting go of the idea that things in the past that I wanted to muscle through, I don't have to, and that doesn't mean that I'm not doing something right. Yeah, it does take a new muscle because I'm if you've been following Open Cloud at all, like the whole thing with Open Cloud, it's crazy. Not that I'm saying anyone should use it, gotta be very careful and make sure you have a secure line, but the point is though, the capabilities and where things are going, like is it feels like Cloud Code, Cloud Code is going that direction more and more, it opens up this whole new world where you're thinking like, I don't have to do like you said, muscle through so many things anymore, like it takes practice to think about, oh, I don't have to do the same work, which is crazy. And that's like the things that I shared today are pretty, pretty entry level, but I don't say that to scare somebody who actually hasn't entered, but I say that to say they are important for you to understand because if you're an operator and you don't understand what's possible, one of the challenges that I have seen is companies right now that are AI native, they're entering the market, they're trying to find a VP of sales, a director of sales, and they're running into people who are still sharing frameworks of building quota the same way we did for two years ago, I don't know. And that is to me like the first sign, I'm in conversations with people right now and I'm like, I have to walk out of that first conversation learning something that I didn't know a month ago, two months ago. I hear momentum a lot and I even haven't had like investors be like, hey, I'm helping this company. What are some of the tools I should help them look out for when they're interviewing for VP's of sales? And I'm like, honestly, you should walk away learning two new tools. Don't worry about like the high level like the big ones. Yeah, if you hear momentum great, but have they deployed anything in there? Have they actually built something in there? Like just ask them, keep asking why until you understand what they were trying to do. And yeah, I think that is the future is just like actually getting in and this is how I spend my weekends. I think it's just what you gotta do. You're a fellow AI geek who loves this stuff. So I love you just getting in there without you saying so, you're part of this people who's up at, I don't know, 10 o'clock at night, playing with Claud Code. Go on, what if we do this in the year playing with it and figuring out stuff? Am I right? I go to bed at 8.45. But, but I am probably up at 5 a.m. and my intention is, like, I'm such a tech bro in that way where I'm like, I'm gonna let it take me to my still drink tequila though. So I don't ever leave that. But it's the thing of this is a discipline that is now part of my routine every single day. Yeah. And that's how it should be as a muscle you flex every day. I love it. Marshall, super impressed with what you're doing. Obviously, I always like to ask people like, what's the business impact of the tools you're using? But the one you obviously say, which is super impressive is 8% over your 29% win rate is awesome because that is not easy to move, especially on a two day sales cycle that's insane. So, amazing job. Very proud of you. Best way people can hold you, are you okay if I share your your LinkedIn link? Is that okay with you? Yeah, yeah, all good. Can find me on LinkedIn or just text me. You're tough. I'll put your phone on the internet and they have no no fine over great. It's already there. It's already there. You're the amazing customer. I love what you're doing. I'm very impressed myself and you just want to tell you thank you for joining in. You're amazing. Thanks so much, Jonathan. So nice to see you. Of course. You too. (upbeat music)