Success in the evolving world of go-to-market lies in embracing a paradigm shift – from company-first to people-first strategies. By placing the individual at the center of your approach, you can reach the true potential of B2B relationships and pave the way for enduring success in a hyperconnected world. In this episode, we have Nick Bennett, B2B SaaS Marketing Advisor, discuss go-to-market strategies and how they have evolved. Throughout the episode, Nick touches on various aspects of marketing principles, such as storytelling, values, and authenticity in building connections. He emphasizes the transition from B2B to H2H (human to human), where the personality and leadership behind a brand play a crucial role. Additionally, Nick shares his own career journey and emphasizes the power of consistency and showing up. He explores the importance of aligning values when selecting new opportunities and roles, and how treating marketing as part of a revenue organization leads to greater success. Nick challenges the notion of saturated channels and highlights the pivotal role of people in cutting through the digital noise. Don’t miss this episode of learning how to get ahead in this evolving industry. Tune in now!
Listen to the podcast here
From Company-Centric To Human-Centric: The Evolution Of Go-To-Market With Nick Bennett
I have Nick Bennett. I’m sure if you are active in the marketing world and/or if you’re active on LinkedIn, it’s very hard for you to escape the name of Nick. I’m sure he must have popped on your radar several times. Without further ado, let me welcome Nick. How are you doing?
I’m good. How are you doing? Thank you so much for having me. I’m excited to be here.
Same here. There are so many topics, conversations, and deep dives. I’m looking forward to it. With that, I always start the episode with this signature question. That’s what this show is all about. How do you define go-to-market?
I’ve been thinking more about that lately. I think the new way to go-to-market is people-first. Before I get into why people-first is the new way, going back to the old way, a lot of marketers have that mindset of it is a company-first go-to-market. When I think of company-first go-to-market, I think of brand spam. I think it’s more about the lead quantity. It’s all about capturing demands and transactional. You feel like you’re out on your own.
Now, the B2B go-to-market has to evolve because of the convergence of AI, channel saturation, cookie list future, and all these things. It moves to a new way, which is that people-first go-to-market, so it’s putting the person first. It’s meaningful interactions. It’s the lead quality versus the quantity aspect of it. It’s create-demand relationships, and partnership-centric as well, which is a big thing. You think about the ecosystem. I know there have been some events that have been going on recently where everyone is talking about the ecosystem, and how that plays into go-to-market today. For me, people-first go-to-market is the move for not only 2023 but beyond as well.
I completely agree with that viewpoint. I saw your LinkedIn post, which is about personalization at scale is what will matter. Doing a persona exercise is cumbersome. It’s time-intensive and resource-intensive, but not many people actually get to use it or don’t know how to use that. I’m completely on board with you on that. Here is the challenge, and this is obviously the million-dollar question that’s facing everyone.
Especially in the startup world or even beyond the startup world, there’s always the pressure of, “Give me more leads and build more pipelines.” At the same time, we all know that quality is what trumps or what works versus quantity, but there’s constant pressure because you either need to appease the leadership team or the board. There’s always this dynamic. I completely agree with you on the people first. What is your answer? How do you approach that situation?
It comes back to understanding the five principles of a people-first go-to-market. One is a story or a point of view. You have to have a point of view on something and it has to be meaningful. The second piece is values. Going back to the values of people and putting people first, it’s not transactional. It’s being transparent in having pricing on your website or having an email come from an actual person. Many times, companies send out marketing emails and it’s like marketing at XYZ company. Why can’t it be from the person that wrote that email? Why can’t the eBook that your company put out have an author page for the content team or whoever worked on it?
Relationships and how authenticity shines through are so important. We all know it’s not B2B. It’s H2H, so human-to-human, and people buy from people. It’s the partnership, the personality, and the person behind it. You need to have the leadership, and not only marketing leadership but executive leadership buy into this mentality of empowering people both internally and externally. You have to rely on having those conversations at the right time and realizing that, so many times people like to say, “This channel is dead, email is dead, events are dead, or MQLs are dead.”
It’s all about how you can turn that into a positive moment and take learnings away from it to drive impact versus saying something is dead. Every channel is saturated. How do you cut through the noise in the digital world? It goes back to the people. Everything that you do, like ABM, PLG, and inbound is ultimately still about people at the end of the day. Having people both internally and externally that can champion your brand is huge in today’s world.
The first filter, and maybe one of the key filters that one has to apply when selecting a new opportunity or a role is around the values. Does the leadership team, founder, CEO, marketing team, or revenue leadership teams, whoever they are, subscribe to this H2H mindset? That’s the biggest thing. They should not be afraid. They should be encouraging the email marketer, the customer success person, or the content creator to have their name or their stamp on that email or on the website.
I don’t want to say this is all marketing leaders or all leaders in general, but so many people are bought into the old playbook of what worked five years ago. What worked five years ago doesn’t work today. It’s just like anything. Technology evolves year after year. Apple convinces us to buy a new iPhone every single year and pay thousands of dollars for it, even knowing it’s a very incremental change. The brand has empowered everyone. Everything that they do makes us go out and buy that. You have to be bought into modern-day marketing for this to be successful as well.
Let’s switch gears. I would love to have you share your career journey with the audience. There are a lot of cool nuggets. It’ll be interesting to see. I would be interested in understanding your inflection points and where you made the transition, so bring it on.
I have a little bit of an interesting background. I played baseball all through high school and college. I went to college for Sports Management. I didn’t want to go to college, to be honest with you. My parents pushed me to do it. They were like, “You’re going to pay for it because we don’t believe that you’re going to graduate. You’re probably going to flunk out and we’re going to end up paying the bill.” I took out student loans and did my thing. I was like, “If I’m going to go to school, I’m going to go for Sports Management. I thought I would get out and be some big athletic director, sports agent, or something like that.
I got out and realized that I could go sell tickets for the Red Sox making $10 an hour. I was like, “This isn’t what I thought it was going to be. I’m out of school. I need a big boy job now.” I went into sales. It’s not tech sales. I never worked in tech sales per se, but I worked in inside sales for some tooling companies. I ran AT&T. I worked for Motorola, and AT&T was my account. Going back to the iPhone, I used to sell up against iPhone every fall. We would have to try to basically get AT&T to buy through a bunch of products.
It helped me then figure out that I was good at sales. I knew what I was doing, but I hated having a quota hanging over my head every single quarter or every single month. I came across a channel marketing role. I was like, “This is cool.” I get to work with all the partners. At the time, it was a 100% channel company, so all they sold through was the channel. I got to work on cool campaigns with that. Originally, what that helped me do was move into field marketing, because it was pretty much the same. The only difference is field marketing. You have the internal sales team channel. I worked everything through the channel. I got into field marketing and I was like, “This is awesome. The sales are my customer. I’m getting to do all of these amazing things without a quota hanging over my head, but I’m still being a part of the sales team to a certain degree.”
I never looked back. I did field marketing for tech companies, mostly in the series-B to series-D stage, for the last ten years. I went through multiple layoffs and multiple acquisitions, and one company ran out of runway. I’ve seen everything at this point, then I was like, “Let me transition into ABM.” I moved into ABM a little bit and started talking about that. I then recently did customer marketing as well. In my most recent role at Airmeet, I headed up an event-led growth, which was a new term we were trying to coin, as well as communities, social media, and this whole creator aspect.
I realized for me that people-first in the creator economy and B2B is where things are moving and this whole evangelism. How do you evangelize not just executives within companies? Executives should evangelize. I think of Sangram and all these people that are executives. That’s part of their job. What about those people that work for your company that have followings for themselves? They can become bigger evangelists and drive meaningful impact through pipelines and close one revenue.
Somewhere along the journey, something magical happened. You were not Nick who was doing a day job, but you were Nick who was doing the day job and being active on social. If my memory serves right, that encouragement or the transition happened when you were at Clari. Did I get that right?
Yes, absolutely. For everyone tuning in, I used to report to Kyle Coleman. He’s very well-known on LinkedIn. He’s now SVP of Marketing at Clari. At the time, he was heading up our sales development team, our enablement team, and our growth marketing team, which field marketing rolled up into. We were in Laguna Beach, California. We were at our revenue kickoff. He was the one that was like, “You should start posting about field marketing on LinkedIn. No one talks about it.”
It was crazy because the more I thought about that, and even in my past, so often people would just share a company post. They weren’t creating content. It’s like 1% of people would create content. At the time with 650 million users, no one talked about field marketing, what it was, the misconceptions to a revenue organization, and all of those things. I said, “I am going to do that.” I doubled down and talked about that. I tried to share my experiences of programs and things that I was working on.
I speak with a lot of not just marketers but even others within go-to-market teams and even founders for that matter. They all want to be active on LinkedIn. They know that being active on LinkedIn is the magic bullet to get more brand awareness and pipeline. The intent and desire are there, but to translate that into an action or a habit is a huge jump. How did you make that transition?
It’s all about consistency. Consistency doesn’t have to mean that you’re posting every single day. Consistency means showing up, whatever that means to you. Maybe that means showing up and posting 2 times a week or 3 times a week. At least at a minimum, you should be engaging with other people. People have to start to treat LinkedIn as a community to a certain degree. All your buyers are there. I’ve read something recently that there were almost a billion users on LinkedIn. It was 970 million or something like that. I’m sure they’ll hit a billion users before the end of the year. Think about that many people on LinkedIn. At the time, 1% of people were creating content.
I did read something that said by the end of 2022, they were close to 4% of people that were creating content. I’m sure as you’ve seen, it has gotten noisier. How do you cut through the noise? For those people that started like me three and a half years ago, it’s a little bit easier. If you’re starting now, you have to find like-minded people that you want to engage with and engage in their posts. You don’t have to create your own content.
If I see you posting every single day about go-to-market, I can add value there, and then I can be one of those first people that comment. I’m going to organically build that base back to my own LinkedIn page before creating any of my own content. I always recommend that now. If you’re going to get started, you don’t have to jump in and create content five days a week. Go engage with 15 to 20 people that you want to learn from every single day. I guarantee you that it’s going to pay off more than just jumping in and posting content.
That’s good advice for someone. Clearly, someone can put that into action this week or even next week. Let’s zoom back a bit and talk about how you approach go-to-market. You did touch upon several aspects around people-first. In your last couple of roles, how were you thinking about go-to-market at companies like Airmeet, Clari, and you also were at Alyce? How are you thinking about go-to-market in all those organizations?
The biggest thing is you have to think of it as a revenue organization. You can’t treat it as silos. Often companies are like, “I don’t have silos. There are no silos between sales, marketing, CS, BDR, or SCR team, but I guarantee you, every company has silos, whether you want to admit it or not. If you can treat it as a true revenue organization where marketing, sales, CS, and everyone is involved throughout that entire buyer’s journey, it’s going to be a lot more successful. Everyone is going to be a lot more willing to jump in and be a part of it versus just marketing saying, “I’m going to go drive MQLs.” Salespeople don’t care about MQLs. If you say, “Here’s how I’m going to put an extra $30,000 in your pocket for this quarter,” I guarantee you people are going to listen to you. That’s for sure.
One thing that caught my attention, which you forgot to mention and I’m eager to hear your thoughts on, is you did mention marketing, sales, and customer success, but you omitted product.
It’s interesting because the only company where product has rolled under the revenue organization was Clari. They rolled product under there as well. The first time that I saw it, I was like, “This makes a ton of sense because they’re playing a big piece into the revenue side of it.” Between Alyce and Airmeet, product was never part of the go-to-market strategy, which probably isn’t a great thing now that I’m thinking about it.
Being in MarTech and selling to marketers and things, it’s something where I understand the pain points because I’ve been looking to solve these for so long. It’s a little bit easier for me now. If you go into IT or some of these other industries, it may be a little bit harder. I think that I influence the product roadmap a ton because being a marketer, it’s things that I want to see. It’s interesting because I don’t see products rolling under GTM a ton, although they should now that I’m thinking of it. It’s weird. Clari was the only one that did that.
Let me be honest. I don’t expect a product organization to roll under a go-to-market umbrella. That’s super crazy to an extent because the product is all about innovation. You want to keep that separate from the actual go-to-market tactics. What I’m getting at is more around when you think about the go-to-market strategy. If you review on a weekly or monthly basis, product should be in those discussions.
A couple of weeks ago, I had Karen Steele, who was a CMO at Sendoso. She was talking about before the actual tactics or before the actual meeting, she sits down with the marketing and sales entire team. She initially has the leaders from product, marketing, revenue, and customer success. They talk about at a high level what’s working and what’s not. It’s not that they’re pinpointing or poking holes in someone’s metrics in that specific meeting. All that deep dive and roadblocks of what’s working and what’s not will happen at a subsequent meeting. There are ways to go about and do this.
I do agree. We do that a ton. It’s something where we have regular meetings with the product team that understands. It’s not like the product team is siloed, doing their own thing, creating the roadmap, creating features, and shipping stuff just because they think that’s what people want. At Airmeet, we had 100-person engineering and product teams. For a smaller company, we could ship a ton of new features and stuff. We talk to the marketing team on a regular basis. The product team was good about listening to customer calls and listening to prospect calls. Also, taking a lot of that feedback and implementing it back. It’s like a feedback loop to a certain degree, so that was definitely key too.
Switching gears a bit over here. Can you share for the benefit of our audience a recent go-to-market success story? I would you to share both a success story and a failure story. It’s up to you which one you want to pick and go with first.
I would probably say a success story first. Something that we believed in at Airmeet was this whole creator studio. Originally, when I joined the company, part of my role was to build out this creator studio. The vision for it was a collaboration with other creators because we agreed that collaboration between creators is a huge piece in a people-first go-to-market. I wanted to see if there was going to be anyone that would find value in that. Unfortunately, we’re not going to see it come to fruition, but there were so many people that submitted a video submission of something they wanted to create and collaborate with other creators.
We weren’t even giving them a ton of things. We were just giving them access to our design and our brand team, and helping them out when they maybe didn’t get there. Many people had creative ideas for things they wanted to create. We were going to use that and we did start to use that as fuel to the top-of-funnel aspect within our go-to-market strategy because we’re borrowing trust and authority from a lot of these creators. It’s like influence marketing to a certain degree, except instead of the brand telling the influencer what to do, why not collaborate with a bunch of creators?
I would always use the analogy of you go to an art studio and you paint, but when you go to the art studio, there’s a bunch of other artists there. What if all those artists want to create a painting together because you’re in one spot? That’s what I was trying to create. The early results that we saw from it were very successful. If we ran it for the rest of the year, I’m sure we probably would’ve seen even bigger results. For running it for six months, I definitely saw very good early results that impacted our revenue. It’s good to see there.
The negative side from the GTM side of it is my last role at Alyce. One of the things we were trying to fix was outbound is broken. How do you leverage gifting and direct mail in an outbound strategy so it doesn’t suck at the end of the day? We had a good vision of how to fix outbound to make it better, and how to make it not sound so spammy, which now that I’m thinking about it, that’s people-first. You were trying to put people first at the front of it. It goes back to everything. We want to put people at the center of everything that we do. The tactics that we were trying to deliver between sales and marketing, we didn’t want to call it ABM per se. We were calling it targeted marketing, but it was part of the larger GTM strategy side of it.
We didn’t have the correct tactics in place throughout the buyer’s journey. We were driving a ton from the top of the funnel, but we were accelerating nothing. All of those opportunities were basically dying. We had the messaging, assets, and awareness. We just couldn’t accelerate those. I wish we did some things differently looking back, but it was still successful to a certain degree. I just think that it could have been so much more.
Hindsight is 20/20. You learned so much from that for sure. It all boils down to we need to get a campaign or a program up and running. It’s more of let’s experiment around a set of hypotheses, and see and test what works and what doesn’t. It has its own challenges and drawbacks. A good metric is if your experiment failure to success ratio is more like 30/70 or even 40/60. That’s a good place to be in versus trying to get a 100% success rate, but you’re just doing one experiment in six months or a year.
That’s the thing too though. Often, a lot of younger people in their careers are afraid of failing because they think they’re going to be blamed for something. Leaders within these organizations for years have always pointed the finger at someone if something didn’t go right or a campaign failed. Think about how many campaigns failed before you have a successful one. People don’t talk about failures. I love talking about failures. Think about LinkedIn. Everyone talks about, “I’m driving millions of dollars and all this good stuff.” What about all the failures it took you to get there? You have to be willing to fail fast and accept those failures, but what are the lessons learned that you can take forward to do something with?
I completely agree. That is a very critical point that you mentioned, which spoke especially of those who are just in the early phase of their careers, their efforts, and failures. It’s upon the leadership team and the leader to encourage failures and do the shielding with the peers. That’s totally valid and relevant there. Let’s switch gears. I know you talked a lot about event-led, community-led, and partner-led. There are so many of these variations and variants around go-to-market. What are those 1 or 2 things that are keeping you on your toes or getting you excited? You did mention people-first. Do you want to expand and expound on that?
Going back to the people-first, it’s three big things because I feel like a lot of those other pieces fall under this. It’s create-demand, capture-demand, and convert-demand. Many people talk about create-demand and capture-demand, but how do you convert that demand? You have your channels, your metrics, and your offers below that. The overarching theme is partner-led growth, which fuels this whole ecosystem thing around it. When you think about channels for create-demand, it’s all about community-led growth. Community-led growth will drive to member-led growth, which is under the capture-demand. You have the community aspect. You then have these members or the audience that you’re looking to capture.
You could even use this for a podcast. Ultimately, you’re going to convert that demand into customer-led growth, customers, renewals, and advocates. There are metrics for create-demand and capture-demand. For create-demand, it’s all about your followers, engagements, and leads. For capturing member-led growth specifically, it’s about members, SQLs, and opportunities. When I think about the offers for those three pillars, content-led growth is fueling community-led growth, which is fueling create-demand.
You have event-led growth, which is putting the attendee at the center of everything. It’s through experience, engagement, and data. Those are the three things that make up event-led growth. That focuses on the capture-demand. You then have product-led growth, which is on the convert-demand. Ultimately, you still need a product that people love and want to use once you convert them. I think of it this way. The partner-led growth and ecosystem fuel the entire thing across all three pillars.
Something that I’ve done over the last couple of years is I’ve been studying CMOs, especially those who are what I call the winning CMOs. Take the analogy of the NBA, the league. There are about 30 basketball teams, but there is something magical about the top 1, 2, or 3 teams that they are consistent versus the remainder of 25 or 26 teams. From that viewpoint, I started studying. There are so many of these CMOs, but there’s something magical that the winning CMOs do that sets them apart.
During my study, it boiled down to three things that they do well. One is around content. They create unique and engaging content that resonates. An example that you and I know is what Gong has been doing so far. The second is around the community, so what Sangram has been doing and many others. It boiled down to Sangram’s mantra, “Without a community, you are a commodity.” Third is what I would call experiences/events. If you mix these three and if you do it right, not necessary that you have the resources and the budget to pull all of them and execute all of them at the same time. If you sequence it right, that’s your magical mantra or that’s what all the winning CMOs do.
I agree with all three of those. One thing is none of those three can be seen as an afterthought. Many people think of events or communities as an afterthought, but they don’t tie it into the entire GTM side of it, which you have to do to be successful. It can’t be its own individual thing with a team running it. How does that play across all the other functions as well?
What are the biggest areas or what are the things that you’re curious about, and what resources do you lean on? You did mention people, podcasts, books, and the community. What are those 1 or 2 things that you’re curious about? Who do you lean on or what do you lean on?
The biggest thing for me and I’m super curious about how this is going to play out is the creator economy in B2B and how that’s going to impact how companies operate their go-to-market models. I’m writing a book on this right now. The whole thing of influencer marketing. Part of the survey that I’ve been doing is 88% of brands are at least willing to try influencer marketing in 2023. That’s a pretty high number of companies willing to at least test it or say they’re going to test it once or have done it. I think that’s heavy in the MarTech and sales tech space. Once you get out of those two, it’s probably a little bit less maybe outside of IT.
I’m curious about where that is going to be. I think we’re very much in the early adopter phase on this whole creator economy and creator-led growth. How do evangelists that our employees play into a brand long term? That’s the biggest thing that I’ve been wondering about lately. What I’ve been writing a lot of my content, going back to the people-first, plays a piece of that. Creators and influencers in B2B, taking from that modern marketing playbook, are going to be so impactful if done right. It can’t be the brand telling the creator or the influencer what to do. It has to be very much integrated into your go-to-market strategy.
I’ve been following certain people, big creators, small creators, and people that are talking about the creator economy. For the last 4 or 5 months, that has been my big thing. I’ve been listening to some podcasts. I have some community sides of it, and then the whole event. I’m hosting an event in Costa Rica in the first week of November. It’s the first-ever creator’s retreat. I’m getting twenty creators together. We have Airbnbs right on the water in Costa Rica. For four days, we’re holding workshops on how to be a better creator and how to come out and learn new things.
For example, we’re going to have experts that talk about YouTube shorts or Instagram reels. People that have been doing this well that maybe other creators in B2B aren’t doing right now, but they want to. Those types of things and those types of micro-events and experiences are one where I’m learning a ton but two, where I’m doubling down on.
Costa Rica is a fun place to be in. Which place in Costa Rica?
Playa Hermosa. It’s where Surf & Sales, Scott Leese does it. That’s where we found the spot. They do it right down the beach from where we were doing it. We have someone that’s been helping me with this. She flew out there and did a bunch of scouting for it and found these three Airbnbs right next to each other on the beach. We were selling tickets for it. I was like, “Is anyone going to buy a ticket?” We sold all the tickets except two so far. All I did was make one LinkedIn post. People are like, “I’m willing.”
I don’t know what is considered expensive or cheap, but it’s $3,000 to go and everything is included outside of your flight. For a learning experience, especially if you can expense it back to your company, it’s a pretty reasonable cost for being able to learn. We have some CMOs coming. We have some solopreneurs coming. We have some people that have been doing this well. I’m excited to learn a ton.
I’m a big believer in the influencer economy and the role of influencers. They clearly play a role in the B2C world. One name that comes to my mind is Jay Shetty. I don’t know if you’ve heard of this guy. Jay Shetty is big in the whole spiritual and personal development space. He was hired by our partner. He’s partnering with Calm and even Noom around mentioning them or having a personalized ad run in his podcast, and giving special promos for people who subscribe to Calm or Noom. That’s clearly working, It’s about how you bring that playbook to the B2B world.
It’s easier than you think because you can do a lot of those same things. I feel like on TikTok and Instagram, you see a lot of those B2C ads that are typical, but on LinkedIn, you are seeing more creators starting to talk about specific companies. Not so much products per se, but more companies. There was one that I saw. There were a bunch of people that posted about it. I think it was called Win.ai. They’re trying to not be the typing CRM, but it stuck with me because so many people created videos around it. They sent them a box and they opened the box on video. I was like, “That’s super smart.”
You have all these people. Think about how many impressions, engagements, and clicks you’re getting on that. Think about how much you would be spending if you were going to run paid ads for a specific campaign like that. You’re going to probably be saving a lot more money paying creators and influencers than you are running extra paid ads or something.
I’m eager to see how all of these play out and all the learnings that can come out from your event because there are so many topics. For example, how do B2B brands pick influencers and creators? How do they create that filter? That’s one. Next is how they structure the agreement. Is it term-based, incentive-based, or some metrics that they need to hit? It’s going to be almost like a sales OTE. You have a fixed versus a variable comp. There are so many of these moving pieces. You get to see all the things that are coming out.
That’s why I created my newsletter. The Creator Circle is all about the creator economy and influencer marketing. It comes out twice a month. I’ve worked as an influencer on certain campaigns with brands, and I’ve also paid influencers and creators as the brand. I’ve seen it from both sides and I’ve structured contracts. I’ve signed contracts. I have a few brand deals that I’m working with companies right now on specifically. In a lot of cases, what happens is they’re giving you a referral fee on close one deals that you both source and influence on top of what they’re either paying you for sponsored content, maybe a retainer per month, equity, or whatever.
When I was in my full-time role in my previous job, which was running product-led growth and product marketing, inner marketing at series-B company. One of the things that I was exploring with the founder and CEO was how we collaborate with influencers and help them to get more leads and more awareness for our brand, both for free trials or even a demo. We used to track that in Tech Stack or it used to be called. Now, it is called Partner Stack. That’s how we were tracking. I’m eager to see how all of these things play out. I sure will subscribe to your newsletter. I’m eager to see where this is going.
I appreciate that.
If you could look back at your career, who were the 1, 2, or 3 people that shaped, influenced, or mentored you in your career?
I’ve thought about this a lot. I don’t know if there are people per se. I do have one. His name is Pete Lorenco. I met him through Pavilion years ago. It was when they were running a mentorship program. I didn’t have a mentor. No one told me that I needed a mentor in my life. I always was doing my own thing. It turned out we had so many of the same interests. We had young kids. We both enjoyed sports and all these other things. We hit it off. He was helping me. He was VP of marketing at a publicly traded company at 34 years old. He has a really strong background.
He was giving me so many insights and helped me. I convinced him to come over and work at Alyce. He ultimately leads all of marketing at Alyce. He’s now VP of Global Demand over at a company called HYCU. I talk to him every single day. He played a huge part in helping me with a lot of different things, both personally and professionally. He’s a huge piece of it.
I think there have been not people per se, but LinkedIn has been huge for me. Just scrolling through content and seeing all these other people that have been sharing their advice and sharing their feedback. The best content that I love is when people share actual programs that they’re working on. What are the successes? What are the failures? What does it look like? Those types of people, whether it’s a one-time thing or I see it every single day, are hugely influential as well.
I completely agree, especially on the second part that you mentioned. Same here, I learn a ton from being on LinkedIn. The only thing that I have to watch out for and do is I should not be spending too much time on LinkedIn because there are tons of content, a lot of influencers, and good folks putting good cutting-edge content. To your point, I totally agree. LinkedIn is a great place for people especially those who are looking to up their game, go-to-market, marketing, and even sales for that matter. The final question for you is if you were to turn back the clock and if you were to go back to day one of your go-to-market journey, what advice would you give to your younger self?
Being a marketer, day one should always have to be revenue focused. You could be revenue-focused or you could be customer-focused. You have to tie yourself as a marketer to a revenue number. If say you’re on the customer marketing side, maybe it’s NRR, we all know it costs less to retain a customer than go out and acquire a new one, especially in today’s economy. Tie yourself to revenue as quickly as possible and figure out how you can make an impact there. When you’re impacting the bottom line to a go-to-market strategy and sales, CS, and the executive team see that as a marketer, regardless of the role that you play, you’re impacting revenue and this is how you’re doing it, you make yourself a lot more valuable.
Where can folks find you? I’m sure they can all find you on LinkedIn. Anything else that you want to mention here?
I would say LinkedIn. I have a podcast as well, The Anonymous Marketer. Feel free to check that out and make sure to subscribe to the newsletter, The Creator Circle. You can find all these links on my LinkedIn profile at the top. It takes you to my link tree with a bunch of different stuff. Shoot me a DM if you have any questions. I’m happy to help in any way I can.
Thank you once again for a wonderful conversation and good luck for your future journey.
Thank you so much.
- Nick Bennett
- Pete Lorenco – LinkedIn
- LinkedIn – Nick Bennett
- The Anonymous Marketer
- Insider Insights: The Art Of B2B Go-To-Market Marketing With Karen Steele – past episode
Love the show? Subscribe, rate, review, and share! http://stratyve.com/