Jeetu Mahtani

The way you would do that is having an incentive structure that measures on whether the customer is successful. If they buy a second or third product, are they actually using the product and getting usage out of it? And if they don't, then you know that it was oversold or the CS rep did not do a great job of positioning the right product to the customer.

Do you see that? I do see a wave of consolidation. Customers are looking to simplify their tech stack. And I just think, you know, there was some research done by HubSpot not too long ago where SMBs had a tech stack of about 250 apps. It was nuts. And we're seeing a wave of consolidation, or at least while I was at HubSpot, is like, how do I simplify? How do I connect the dots?

Do you see that? I do see a wave of consolidation. Customers are looking to simplify their tech stack. And I just think, you know, there was some research done by HubSpot not too long ago where SMBs had a tech stack of about 250 apps. It was nuts. And we're seeing a wave of consolidation, or at least while I was at HubSpot, is like, how do I simplify? How do I connect the dots?

Do you see that? I do see a wave of consolidation. Customers are looking to simplify their tech stack. And I just think, you know, there was some research done by HubSpot not too long ago where SMBs had a tech stack of about 250 apps. It was nuts. And we're seeing a wave of consolidation, or at least while I was at HubSpot, is like, how do I simplify? How do I connect the dots?

Because companies and CFOs naturally are like, well, we need our investment to lead to efficient growth. It needs to be more durable and sustainable growth. And you can't do it when you have 10 different solutions disconnected, cobbled together.

Because companies and CFOs naturally are like, well, we need our investment to lead to efficient growth. It needs to be more durable and sustainable growth. And you can't do it when you have 10 different solutions disconnected, cobbled together.

Because companies and CFOs naturally are like, well, we need our investment to lead to efficient growth. It needs to be more durable and sustainable growth. And you can't do it when you have 10 different solutions disconnected, cobbled together.

So they're like, well, how do we bring it all together so we can create alignment between our go-to-market teams so we can find out, like, the work marketing did, did it result in an ROI on that marketing investment? The customer sales acquired, did they get the right usage and expansion? So I do think having like a unified tech stack makes a difference.

So they're like, well, how do we bring it all together so we can create alignment between our go-to-market teams so we can find out, like, the work marketing did, did it result in an ROI on that marketing investment? The customer sales acquired, did they get the right usage and expansion? So I do think having like a unified tech stack makes a difference.

So they're like, well, how do we bring it all together so we can create alignment between our go-to-market teams so we can find out, like, the work marketing did, did it result in an ROI on that marketing investment? The customer sales acquired, did they get the right usage and expansion? So I do think having like a unified tech stack makes a difference.

I think you're partly right and partly wrong, Harry.

I think you're partly right and partly wrong, Harry.

I think you're partly right and partly wrong, Harry.

Yeah, yeah, yeah. No, I get where you're coming from. And I would say in the early days, I would be like, yeah, Harry's right. Forget spending on brand. Put more content out there and prospects will find the content. It's a lot more predictable. We can attribute it better. But I think with brand marketing, it gets harder with attribution on what that investment is actually resulting in.

Yeah, yeah, yeah. No, I get where you're coming from. And I would say in the early days, I would be like, yeah, Harry's right. Forget spending on brand. Put more content out there and prospects will find the content. It's a lot more predictable. We can attribute it better. But I think with brand marketing, it gets harder with attribution on what that investment is actually resulting in.

Yeah, yeah, yeah. No, I get where you're coming from. And I would say in the early days, I would be like, yeah, Harry's right. Forget spending on brand. Put more content out there and prospects will find the content. It's a lot more predictable. We can attribute it better. But I think with brand marketing, it gets harder with attribution on what that investment is actually resulting in.

But I think it does make a difference depending on where you are as a company and what geographies you are going into, what segments you're trying to break into. Because I do think like if you're an enterprise, large company CIO looking to a solution, I I just don't think you're always going to find the product through content.

But I think it does make a difference depending on where you are as a company and what geographies you are going into, what segments you're trying to break into. Because I do think like if you're an enterprise, large company CIO looking to a solution, I I just don't think you're always going to find the product through content.

But I think it does make a difference depending on where you are as a company and what geographies you are going into, what segments you're trying to break into. Because I do think like if you're an enterprise, large company CIO looking to a solution, I I just don't think you're always going to find the product through content.

You're going to probably pay attention to the presence of that brand in different places. I'll give you a simple example. Do you watch Wimbledon? Do you watch tennis? Of course I watch tennis. I'm a Brit. Yeah, I love Wimbledon. Perfect. Excellent. So I'm a tennis buff too. And the women's semifinal, one of the players had a HubSpot logo on her sleeve. That's brand marketing.