Matt Best

So, yeah, and whilst we'd all love to continue just to do transformational breath breathing and what have you, I think it's probably helpful if we get into the meat of today's conversation. So, Teresa, we're fascinated to really dive into this alignment of

marketing sales and customer success and really start to think about and talk about like what are some of the strategies and thinking about the audience and what they might want to take out today's conversation if we can share some you know some approaches some strategies now to bring those those three areas of any kind of client facing business um together that's really the objective for today and i think you know weaving in data and how the various different tools and frameworks that we can use to support that as well so um

marketing sales and customer success and really start to think about and talk about like what are some of the strategies and thinking about the audience and what they might want to take out today's conversation if we can share some you know some approaches some strategies now to bring those those three areas of any kind of client facing business um together that's really the objective for today and i think you know weaving in data and how the various different tools and frameworks that we can use to support that as well so um

But maybe sort of starting with marketing first, given that Magnus is a marketing specialist consultancy, what do you see generally as the role of marketing and how it's evolving in a modern, in today's kind of business landscape? And I guess particularly as we think about then how it aligns into sales to drive growth?

But maybe sort of starting with marketing first, given that Magnus is a marketing specialist consultancy, what do you see generally as the role of marketing and how it's evolving in a modern, in today's kind of business landscape? And I guess particularly as we think about then how it aligns into sales to drive growth?

It's so fascinating that a lot of that same stuff I recognize from a customer success perspective, cost center, right? Definitely not the having fun. It's many customer success managers who really feel like they have an awful lot of fun. But it's this sort of intangibility about it.

It's so fascinating that a lot of that same stuff I recognize from a customer success perspective, cost center, right? Definitely not the having fun. It's many customer success managers who really feel like they have an awful lot of fun. But it's this sort of intangibility about it.

Maybe it's because as we're talking about this, I wonder if a lot of that stems from, it does go right back to that kind of ability to measure. Whereas in sales, it's a little bit easier and can be a little bit more binary to say, you've won a client. This is how much that client's worth. That's attributed to you. Congratulations, off we go. You've paid your salary, the margin.

Maybe it's because as we're talking about this, I wonder if a lot of that stems from, it does go right back to that kind of ability to measure. Whereas in sales, it's a little bit easier and can be a little bit more binary to say, you've won a client. This is how much that client's worth. That's attributed to you. Congratulations, off we go. You've paid your salary, the margin.

And the reliance on either side of sales. So you've got marketing relying on sales being able to effectively close and customer success relying on sales having sold the right thing.

And the reliance on either side of sales. So you've got marketing relying on sales being able to effectively close and customer success relying on sales having sold the right thing.

And I guess just sort of going, I don't want to go too kind of philosophical and I know there's not one size fits all, but I think that we talk about getting these teams in the room. How have you helped businesses in doing that? Apart from manhandling the teams to say, you've all got to come in, you've all got to be involved in this because otherwise it's not going to work.

And I guess just sort of going, I don't want to go too kind of philosophical and I know there's not one size fits all, but I think that we talk about getting these teams in the room. How have you helped businesses in doing that? Apart from manhandling the teams to say, you've all got to come in, you've all got to be involved in this because otherwise it's not going to work.

But is there a structural thing there? If we think about organizational structures, worked in businesses where you've got, you know, success that are more closely joined to service delivery and support and therefore going to a COO, right? And then you've got a CMO and a CRO or probably a CRO, CCO, right? All the C's. But that's where the alignment stops.

But is there a structural thing there? If we think about organizational structures, worked in businesses where you've got, you know, success that are more closely joined to service delivery and support and therefore going to a COO, right? And then you've got a CMO and a CRO or probably a CRO, CCO, right? All the C's. But that's where the alignment stops.

If you're out there and you're listening to this or you're building a business and you're saying, right, I need to make a big decision about this structure of this organization. Is there a point in that hierarchy, in a traditional kind of business hierarchy, that you think we should be bringing it together? And should it be sooner than the CEO?

If you're out there and you're listening to this or you're building a business and you're saying, right, I need to make a big decision about this structure of this organization. Is there a point in that hierarchy, in a traditional kind of business hierarchy, that you think we should be bringing it together? And should it be sooner than the CEO?

I've worked with a couple of really successful businesses that had a recruitment journey. So regardless of what role you join the business in, this is a SaaS organization, well, now SaaS organization, but every role that was going to be client-facing had to start on the support desk and you had to do three months of answering support tickets.

I've worked with a couple of really successful businesses that had a recruitment journey. So regardless of what role you join the business in, this is a SaaS organization, well, now SaaS organization, but every role that was going to be client-facing had to start on the support desk and you had to do three months of answering support tickets.

And there is no better way to get connected to the real on-the-ground challenges of your customer, but also how you can... understand what everybody else is going through.