Zoelle Egner: recommendation

Transcript context

…Anything else along those lines? I think those are the big ones that I would highlight. The only other small note I would make from a process perspective is if you are going to overinvest in customer success, which I recommend, make sure that you have also set up a process to take the insights that your customer success people are coming up with and turn them into as much content as you can. Because that's where you're going to find scale in the long run. So for us, what that meant was we would talk to a bunch of customers and then customer success would have helped them build bases, and then we would create templates. So were not exact copies, because we're not trying to steal their intellectual property. We would say, "What is the fundamental workflow here, that other companies might have? How do we make a template that is useful from this?" And some blog posts that explain it, whatever else, that we can then put out into the market. And the next time a smaller company that's not a Fortune 500 wants this sort of thing, someone can just email them that template and we don't have to go through this whole build process, they have something to start with. If you can find those insights and put them genuinely into use as a little conveyor belt, it will be much easier to scale. It will be much easier to come up with genuinely compelling content because it's coming from your customers, so they already care about it. You have strong signal that's going to be valuable if you already built it for them. Use that to your advantage, make that into a little machine. And it makes all of the go-to market that you need to do later easier. I know that you have the strong opinion that customer success and marketing are basically the same thing and should be maybe one team. Can you speak to that?…

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