Adam Liposky

But that's always the scariest bucket to me.

It's like you put money in the machine and you expect some some ROI out of it.

And it's like not every marketer that I've met in the space will promise what the outcome is or even commit to anything at all.

And so when I think about like the the

the decisions we, we spend the most time on, it's usually the, the big marketing spend one where it's like, okay, like what, what really is going to be the outcome of this?

Should we like, does this vanity metric matter to us?

Does it like, like does this drive vanity metrics or does this drive like real usage?

And so I think those are kind of like the major debates we often do, but I think a majority of our spend is, is kind of in those two kind of realms, the sales and marketing budget and, and,

then obviously personnel.

I think personnel is always the biggest challenge, like finding good, good talent and keeping that talent.

And it's, you know, like not a constant battle, but it is something you have to have, I think, constantly on your mind is like, how do you get the best people involved?

And then how do you retain them and not lose them to shiny objects or big paychecks and things like that?

Because all of our guys can probably take their talents and go to some project and make millions of dollars.

So like, why would they work with us?

And it comes down to they like us, they know us, they trust us.

And so building those relationships with new folks and getting them in the fold is not the easiest thing to do.

And sometimes it's a matter of like kissing a few frogs.

But, you know, it's a it's a process that I think every team goes down.

And I think what makes Canopy a special place to work, what makes it an exciting thing to work on is the people involved.

and the problem we're solving.