Dr. Amy Osmond Cook: 05:26
Oh, thank you so much. Yes, Fullcast is essentially an AI go to market platform that helps people sell more, sell faster, and sell better. That is what our aim is to do is to help companies become high velocity revenue machines, and that serves everybody well. If we take it back to the business aspect of it and the people aspect of it, we want people. We want businesses to grow and thrive, and for companies to be doing well and for employees to be having a great experience. My personal why for this is because, you know, I was a marketer for 30 years, and there is that traditional push and pull between marketing and sales. And it caused me a lot of personal emotional pain when it was when it came to like, you know, getting revenue and the relationships between people and sales and marketing are not always great. And so for me, the ability to remove that pain, to remove the friction and to speed up the velocity. So everybody’s got a job, everybody’s making money, everybody’s doing well is very personally gratifying to me.
Dr. Jeremy Weisz: 06:34
It’s interesting. I want to talk about how Fullcast started, but it’s sometimes really interesting. Some of the best guests, best entrepreneurs I’ve had on had background in music, and because they had to market themselves, I remember I had Greg Rollett. He was a professional rapper and he opened for like Bone Thugs-N-Harmony. I asked him at the end of the interview to rap and he would not do it, but I did. But I did pull an old clip of from the internet of him rapping, and I put it on the end of that interview. So thanks, Greg, but I won’t make you play the violin or anything like that. But what have you learned from marketing, from when you were in the in the music or entertainment industry?
Dr. Amy Osmond Cook: 07:14
You know that. Thank you for asking. So I grew up as I don’t know if you’ve heard of the Osmond family or Donny and Marie Osmond, but that’s my family, of course.
Dr. Jeremy Weisz: 07:24
Oh, is it really?
Dr. Amy Osmond Cook: 07:25
Yeah. So my dad was one of the.
Dr. Jeremy Weisz: 07:28
Who hasn’t heard about them?
Dr. Amy Osmond Cook: 07:29
Well, if you’re if you’re over 50, there’s a chance you have heard of him.
Dr. Jeremy Weisz: 07:33
So I’m not over 50, but still. Yeah.
Dr. Amy Osmond Cook: 07:37
Anyway, so I grew up, my dad was one of the original brothers, and they had a very interesting story themselves. They decided to go out to California and make a, you know, make a try to get their big break. And they were standing on the street corner of Disneyland as a cute little boy barbershop quartet, and the dad of one of the biggest talk shows. Andy Williams dad saw them and said, ” Call him, call up his son, and tell him, Andy, you need to take a look at these boys. These boys are phenomenal. And so they came on their show, and that’s how they got.
Dr. Jeremy Weisz: 08:11
YouTube, right?
Dr. Amy Osmond Cook: 08:11
Yeah, yeah. All before you two. And so, you know, then I was born into this family, and it was wonderful. And I grew so much. I was the violinist. I would travel with them and I would do 12 shows a week. And, and so it was a really, really cool, interesting and different way to grow up. And I also learned so much about PR and marketing just from being in the family, right? Because everybody’s got this. This was before the internet. This was before influencers, this, this was when personal branding was limited to a few people in the entertainment industry. And so as I got older and as I went to college and as I, you know, became a marketer, I saw some things that seemed completely no brainer to me were were not apparent to other people. And I realized how much being surrounded by that influence in my family helped me. So, you know, went to went to a school and I don’t know.
Dr. Jeremy Weisz: 09:15
What was a no brainer to you, Amy?
Dr. Jeremy Weisz: 09:20
Like how I think of people’s superpowers, also because when someone has a superpower, they think sometimes like, everyone does this, this is normal, and it’s not, but it’s their superpower. So to them, that is. So I’m curious to think at that time, throughout your years, what was a no-brainer to you in marketing that other people maybe it wasn’t.
Dr. Amy Osmond Cook: 09:41
Oh, well, that’s a great question. I think some, I think around brand and around PR, there are some things that were very apparent to me that people were like, oh, let’s try this campaign. And I would just instantly know that it would never work or let’s do this for PR perspective. And I would be able to see three steps ahead and be like, well, if you say that, then you’ll this will happen, you know. And so those kinds of things. And you kind of only get that superpower, so to speak, when you’ve experienced some of it. And so being around that my whole life, I saw the good and the bad and the ugly from all of those little tiny decisions over time. And that was a, I was able to pull on those as I got older.
Dr. Jeremy Weisz: 10:22
I want to talk about Fullcast and inception, but I will say, you know, I with with the Osbourne or, or Partridge Family, like we my daughters, we watch that full show together, my young daughter. So like they’re well aware of that as well at this point. It’s a wholesome show.
Dr. Amy Osmond Cook: 10:41
So yeah, it was really fun to grow up in. And I was on all the holiday specials. I was the chicken in one of them.
Dr. Jeremy Weisz: 10:48
Oh, really? Okay.
Dr. Amy Osmond Cook: 10:49
Princess in Halloween. And the other one. So. But it was fun to. It was really, really fun and very gratifying to grow up and do that with my family. I really enjoyed it and also realized that, you know, it’s not all that it’s cut out to be sometimes too. You know, my when we were working in Branson.
Dr. Jeremy Weisz: 11:08
That’s a grind. I mean, doing that shows a week. Oh my God.
Dr. Amy Osmond Cook: 11:11
Yeah. So I would go to school in the day. I’d go straight from school, do the first show, grab dinner, do the second show, go home and do my homework and start it all over again. And one day I remember asking, my dad was like, dad, like, how do you you’ve been doing this for 50 years now. How do you make it seem so fun every single time?
And he goes, Amy, I’m a really good actor.
Dr. Jeremy Weisz: 11:40
No, it’s funny, it’s interesting. We have like a music venue near us. Ravinia Festival. Okay. And lots of people come through and, you know, like some of these people, they’ve been doing it for 50, 60 years. I mean, Tony Bennett came through year after year after year. And every single time you look at him, it looks like they’re jamming out. Yeah. Like it’s the first time they’ve ever played the song. And I always really admired that.
Dr. Amy Osmond Cook: 12:06
Me too. And I think that there is there is something, you know, even though I didn’t do it for 50 years, I did it, you know, for, for many years. So I started playing the violin when I was three. And I still play and I still do some studio work, but it’s still fun. Every time you get in the flow and you just start going and there’s something that’s really beautiful about it. My specialty is being able to build violin parts on top of what’s already there without any music and just by hearing it. And so I do a lot of the studio work that way. But anyway.
Dr. Jeremy Weisz: 12:40
I love it.
Dr. Amy Osmond Cook: 12:41
But it is, it is very, very applicable. And you’re right when you say there are so many musicians that have moved over to tech and who have moved over to AI, and this is something super interesting. A lot of the creative people who are also so good in tech and create beautiful tech have created AI that a lot of people are afraid is going to ruin creativity. Right. And so my personal thesis is this will never happen. It will never be quashed. AI is a math problem. AI can regurgitate what’s already there and create true creativity will be prized and valued at, in my opinion.
Dr. Jeremy Weisz: 13:25
Yeah. Talk about the inception of Fullcast. And because it’s kind of an interesting story of the idea and how it got started.
Dr. Amy Osmond Cook: 13:35
Thank you so much for asking. So my Co-founder, Ryan Westwood was my boss at Simplus. So while I was running a stage, I was running, I kind of put my agency on ice and came over to work with Ryan. It took me about one second to do that because it was such an amazing opportunity. I needed to learn how to really function well in a high growth industry and technology, how to work with other other departments, and I really enjoyed working with him.
And so we grew that company from, you know, just the beginning of series A all the way through to about 80 million in revenue and with a 250 million exit. And it was so much fun. So I stayed on at Infosys for a little bit. So did Ryan. And then we kind of did some other things.
Ryan tried to retire and he has too much energy and too many too much, you know, has too much to do in this world to retire yet.
And so he came to me and said, hey, let’s do this again. Let’s, let’s be my co-founder this time and let’s do something really spectacular in technology. And I, of course, jumped at the chance to do that. So I sold my agency and we decided to purchase a full cast outright. We had known about Fullcast because Ryan and our other Co-founders, Isaac and Lance, were investors in the original Fullcast. And this brilliant man named Bala was the Co-founder of the original Fullcast. So we purchased the technology and we saw that it was the best in class for territory and quota management, but there was so much else that we could do to help people sell better and sell faster and sell more. And so what we did was we said, okay, this is the best in class territory in quota management system. What else do we need for this to be a full sales performance management solution? And it was absolutely incredible the way that these companies lined up to be able to be acquired. And for us to put them all together into a full sales performance management solution, which is is beautiful. So we have now we acquired Ebsta and Guy Rubin is the seat, was the CEO of Ebsta and is now leading our revenue intelligence. That is for the sales forecasting piece.
Then we also acquired Atrium. Jason Heidema was the Co-founder of Atrium and he’s now our Chief Product Officer and doing a beautiful job with all of the advanced analytics and the sales coaching. And then we and we acquired Commission Lee and the Commission. Lee piece is all about the commission. So we have now a platform that helps revenue operations leaders, revenue leaders cross manage their entire sales performance from plan to pay. And the way that it all happened was really, truly incredible. The people who were able to join us from the team are making a very meaningful impact, and I’ve never been a part of a company before where the heads of the companies want to stick around and build something bigger. I think that is one of the most amazing things about Fullcast, and it speaks to Ryan’s leadership as well, that the CEOs of other companies want to stick around and be part of the team.
Dr. Jeremy Weisz: 17:04
When you were doing this, was the original idea to start acquiring other companies to come on under Fullcast or was really Fullcast? The main focus was our long term plan of that. Early on.
Dr. Amy Osmond Cook: 17:23
I guess early on, we wanted to be able to really own the sales performance management market, and we knew that we either had to buy or build. And the way that the, you know, if, if we had not been able to acquire these other companies, we would have built the capabilities, but the acquisitions allowed us to be able to move faster and go further.
Dr. Jeremy Weisz: 17:41
When you started full cast, did you start off bootstrapping before raising money or how did you navigate that?
Dr. Amy Osmond Cook: 17:50
Great question. So when I did stage marketing, I bootstrapped that and it was a long I don’t know about you. I know you’re the Co-founder of Rise25. Did you bootstrap rise or did you get. We did. Okay. So you know, you know what it’s like, right? You’re like, okay, we’re going to just pound it and we’re going to work as hard as we possibly can. In fact, the reason that I started Stage was because my husband at the time, we had all these little kids and I was staying home and my husband got a job with Lehman Brothers in 2008. Perfect timing. One month later was let go because of the the financial crisis. So he came to me and was like, alright, Amy, I’ve got $10,000 in our tax return. Let’s split it and see who can make the most money. So I use the $5,000 as seed money to start the business and then bootstrapped it from there.
We wanted to be able to go into the market quickly. We wanted to be able to become market leaders quickly, and bootstrapping, we felt like would not allow us to move as fast as we wanted to. So Ryan and Isaac and Lance and I put together some funding, a seed funding round, and we ended up raising 34 million in seed funding. And it was a really incredible opportunity for me to be part of that process. For the first time, we had over 20 women invest in that seed funding, and I thought that was really spectacular because a lot of women want the opportunity to invest in some great tech and, and have just sometimes are not able to find the deals that they want. So that was a really cool opportunity for us from that seed funding, we were able to acquire the The companies and get the business going quickly.
Dr. Jeremy Weisz: 19:41
With those companies that you purchased. Amy, were what were the categories and priority for you? Like you’re like, okay, here’s what we want to do first and second and third, how are you thinking of like priorities? Because you could, like you said, in the advent of tech in AI, you can go in in many different directions. So I’m curious how you prioritized and what you went with first.
Dr. Amy Osmond Cook: 20:05
So we felt that the commissions piece was the next most important after the territory and quota management, because we wanted to be able to a lot of a lot of the commissions platforms right now do not have the ability to see things from the territory lens. And it’s very important to be able to have that data all flow from the territory and management into the commissions. And most platforms are not able to do that. And so the ability to, to have a platform play and have one data set through which you view the entire process is a differentiator for us. And so that was the one that we did first. And so we got the plan to plan to pay piece in there. And then others wanted to know, you know, just naturally from our customer base, people wanted to know how to forecast better. They’re like, okay, great. You’ve got, we’ve got the, we’ve got the base of it. We’ve got the territories, the quotas, the capacity, the commissions. But now I want to know, like, what can I expect in terms of revenue now that you’ve got this base platform? And how do I get what’s kind of pretty much diagnostic, look back out of Salesforce into something where I can make predictions. How do I get predictive analytics? And so that the, the forecasting piece became very important to us. So we actually acquired that and atrium within one day of each other and had those, those press releases go out with that. So all of those things together really gave us a pretty robust platform play. And we have the pieces now to be able to provide true insights and true predictive analytics for sales leaders.
Dr. Jeremy Weisz: 21:55
Let’s talk through an example. So people kind of chew on something tangible and how it works. I know you work with a lot of different companies and maybe we start with healthcare.
Dr. Amy Osmond Cook: 22:07
Sure. Yeah. Let’s talk start with healthcare. I came outside because I thought it would be quiet. Can you hear the background? You can’t hear anything. Okay, great. Perfect. All right. So let’s go into healthcare. So I can’t use names, but this healthcare company, I was the overall manager for, it’s a large company. It is. It’s a market leader. It’s very large, many billions in revenue. And we did the territory and quota management of one of the divisions. And what that was really great, especially because the company was new. It’s giving us the ability to understand how, how healthcare, especially with healthcare roll ups, how to manage those expectations with sales leaders, how to manage the territory patches, how to show the teams what their targets are, help them know what the best ways to go are. So one of the things that we did that was unique to healthcare was we were able to get the, the Medicare market data from Definitive healthcare database as well as CMS, the public database. We pulled that into the CRM and into full cast. And we were able to design the territories that way. So based on what they call CPT codes, which are.
Dr. Jeremy Weisz: 23:28
Are they more like, were these more like hospital system or was it?
Dr. Amy Osmond Cook: 23:33
Yeah.
Dr. Jeremy Weisz: 23:33
So we’re more like private offices.
Dr. Amy Osmond Cook: 23:37
So these were private clinics.
Dr. Jeremy Weisz: 23:40
Private clinics.
Dr. Amy Osmond Cook: 23:41
We wanted. So we wanted to know which ones of the doctors were using particular CPT codes that would be relevant to the business that they were trying to get. So we were able to pull that out. And in using what we call smart plan AI, manage the territories and be able to balance them based on that Medicare billing data. That was a unique, pretty significant differentiator because all of a sudden we knew exactly what the target accounts were. We knew exactly who needed to go out and go to go to which offices. And so it gave the sales team so much more to go on. They weren’t, you know, running around looking for clinics that may bill. You know, they were they knew exactly who they needed to go to From that we were able to also set the quotas. And then from there, the commissions piece of it. We they had a different commissions piece that we like hooked into, but we could do the commissions as well. So that was a really interesting. It is a really current company. That’s a great example of how we were able to, you know, use specific indicators in order to give them advantage over their competitors.
Dr. Jeremy Weisz: 25:03
Were they using it also, Amy, to expand clinics or was more for the clinics they had? They’re like, okay, this segment of the population, we need to, you know, send this doctor over there because this doctor specializes in X, but what did they do from an expansion plan?
Dr. Amy Osmond Cook: 25:18
Absolutely. What we would often engage in exercises where they were like, hey, we want to know what the next best market is to go into. And that data was readily available through forecast. We also were able to align. They had a kind of a unique situation because they needed to integrate the sales team for different companies at once that they had acquired.
And so it allowed us to be able to manage all of the sales people and give each one of them an equitable patch pretty quickly. Then when sales leaders left or when new ones came on it, reorganizing the territory patch was at the touch of a button. Bala Balabaskaran, who was the original Co-founder of Fullcast, he was the head of Revops at Salesforce, and he did. He delivered the first on time and on budget territory management plan to Salesforce. It took him six months, over 1500 spreadsheets and a team of 100 to do that. So you can see when when you have a team that size, there’s no way to do something equitable unless you’re automating the system. And so that allowed us in this healthcare situation to be able to automatically adjust territories and balance them. Anytime someone came or left.
Dr. Jeremy Weisz: 26:31
Who aiming at the company. What position makes that decision like a big healthcare company? Or does it ever happen where they have like a partner that’s helping with this, consulting with them and they make the decision to use full cast?
Dr. Amy Osmond Cook: 26:45
It really depends. Yeah, it really depends. So we work very well with solutions providers like service providers and systems integrators, revenue operation consultants, business consultants. So let’s say you’ve got a, an Accenture or McKinsey that a healthcare company acquires and or not acquires but hires. And they need some support on the technology piece.
We work very well with those types of people. In this case, I worked largely with the head of sales and the division president to make those decisions on how to structure the sales organization.
Dr. Jeremy Weisz: 27:27
There’s a lot there. And so that’s kind of the territory management side of things. Maybe we’ll pull out. There was another one, Copado. Maybe we talk about that one.
Dr. Amy Osmond Cook: 27:42
Copado was a great one because they’re a fantastic company and they use the territory management piece of it. And they also used revenue intelligence, the product. So Guy Rubin, who now manages revenue intelligence and was the CEO of he worked directly with the CEO to help with forecasting their growth. So you can see here in the quote, the relationship score became our North Star. It changed the dynamic of how we manage the whole sales process.
And we focused on driving engagement. So one of the things that is pretty unique and awesome about what we do with revenue intelligence is we pull in all of the data, structured and unstructured data that’s not readily available in a CRM to be able to help make these decisions. We have three primary drivers of data. So we’ve got the unstructured data, which is like everything that’s coming in through your inbox and through your calls and through the CRM. Those are the three primary areas. And so through that, you get a pretty good understanding of what’s happening in the business.
So let’s say you have one of your sales reps does really well with when they talk to the VP of Revops, but when they get to the CRO, maybe they don’t perform so well. What what this revenue intelligence allows you to do is see where in the deal it’s going. Who’s doing what and how how they’re performing. And it also can provide predictive insights. So for example, let’s say you, Jeremy, are one of the sales reps and you get in with your your sales leader and they’re like, hey, Jeremy, I, I know that you win your deal 75% of the time when you talk to the head of Revops. Let’s get you in there in your closed plan. Do you have your meeting set with the C with the head of Revops? And so it allows you to make a lot of those decisions. And it also allows you to forecast correctly. So we actually have a guarantee. And it’s the first guarantee in the industry that we can get you plus or -10% of your forecast or your money back. So it’s a, it’s a really awesome guarantee. And we feel strongly that, you know, through all of those pieces of data that are not usually available and or manageable. We’re able to provide that level of accuracy.
Dr. Jeremy Weisz: 30:33
I mean, what’s been a you don’t have to name the client or anything but a milestone client. You remember getting. And, and because these are could be long sales cycles, I imagine these are large enterprises that you’re working with. Maybe walk through one of those sales cycles, like how they heard about you and, and you know, how it worked for them to onboard.
Dr. Amy Osmond Cook: 30:57
Okay. Well, I think it really speaks well that about two thirds of our business last year came from inbound. So that’s a very high percentage, especially given the enterprise segment that we primarily work in. And we do a lot of mid-market as well. So there is a real need for this.
One of the clients I’ll say We were able to meet with them. I remember when I remember one in particular at Dreamforce, they were interested in our territory and quota planning and we were sitting with them at Dreamforce. Our sales cycle had been about a year. They’re just getting to understand sales, performance management and how it works differently from CRM.
Why it’s needed and how it integrates, how it impacts sales performance. And we were at a dinner with this prospect and another customer, a very, very large technology customer, and it was just the five of us talking. And we spent most of our time talking about somebody’s wedding plans. And then we talked about wedding rings. And then we just had a great time. And I went to the bathroom. When I came back, our customer was talking about the all of the benefits of Fullcast and how they had been, you know, how how their work had been transformed through the product. And it was a wonderful surprise to come back and, and hear some of that. And so I think, you know, a lot of.
Dr. Jeremy Weisz: 32:36
Now you bring them to every dinner meeting.
Dr. Amy Osmond Cook: 32:39
Yeah, absolutely. Absolutely. In fact, that reminds me, I need to send them a gift and say thank you because that was very impactful. And they became our client right afterwards. And so it kind of speaks to the fact that people are taking their time to make technology decisions, especially with AI. It’s becoming very much a should I build or should I buy scenario, especially with Anthropic’s Claude, a lot of people can do a lot of things now, and it’s. So the technology has to be truly differentiating. It has to have industry expertise baked in. It has to have the permission sets and the compliance that are needed for the enterprise. And then, and only then, is it worth buying if you can’t do it yourself. So I think it’s the bar for technology is very high.
Dr. Jeremy Weisz: 33:35
Now what does onboarding look like? I mean you have a lot of products. It seems like you have to integrate a lot of things from a company. Talk about the onboarding.
Dr. Amy Osmond Cook: 33:48
It’s a great question. So the onboarding process once once someone purchases forecast, it’s definitely a a very customized hand-holding experience where the AE is consistently involved. You’re also passed over to a customer success manager that is primarily responsible for the delivery. There will be an implementation period that, depending on the product, is a couple of weeks or, you know, a few more weeks.
But we are the fastest implementation provider and we do have the ability to do no code solutions as opposed to some of our competitors like Anaplan, that require very customized, very expensive implementations. So, so we on, we, we do the implementation process. And then after that, we go into the management of the day to day, take a very hands on approach with this. From a consulting perspective, what we’ve found is that people need the sales strategy to go with the product, and so we provide that for them in a solution. It’s almost like a solution that we offer rather than just the technology.
Dr. Jeremy Weisz: 35:05
You know, I’m wondering your experience. You’ve owned agencies been a part a lot of agencies onboarding is critical, right? I mean, people are excited. And then having a, like a smooth onboarding process throughout It can make or break things. I’m wondering, from your experience, what are some of the mistakes you saw people make or you made early on when you basically now you’ve corrected those along the way, but some onboarding learnings?
Dr. Amy Osmond Cook: 35:37
Well, I think that’s such a great question. And it comes down to the very beginning of our discussion about whether people were trying to help other people, you know, like, let’s say that you’re dating, everything’s going great. You get married, and then suddenly your partner is gone 24 over seven, and you only get to see them once every two weeks. You’re not going to be very happy, right? It’s the same with an onboarding solution. You know that very well with all of your experience, too. You know, when you are onboarding is the time when you need to be leaning in the most, where you need to really reassure and and reprioritize the relationship with your customer. That’s when they should be more important than they should be. Even more important after the sale than before the sale. And I used to work with a company called Guide CX, and they were one of my clients, and they had some really interesting statistics about the importance of onboarding because they were an onboarding software. And about 90% of the decision of whether to renew after the year comes during that first 30 days of onboarding. If you screw it up in the first 30 days of onboarding, you’re getting a divorce later on.
Dr. Jeremy Weisz: 37:01
Yeah. If you’re an onboarding software, you better have a good onboarding, right? Exactly.
Dr. Amy Osmond Cook: 37:08
That’s right. Absolutely. Right.
Dr. Jeremy Weisz: 37:10
Amy, on the acquisition front, again, I’m sure there’s a lot of learnings there. Being a part of acquisition, being acquired, acquiring other companies. What are some of the lessons there? It could be musts like these are must things when you’re doing acquisition or mistakes like, okay, we don’t want to do that again.
Dr. Amy Osmond Cook: 37:30
Okay. Well, my goal is to make every mistake only once. That’s my goal in life. I’ve made every mistake that there is to make, and I hope that I only do it one time. So I think when it comes to acquiring companies, we’ve done it enough now. We did it seven times at Simplus, and then we’ve done it several times at Fullcast. Isaac Westwood leads the M&A strategy, does a phenomenal job with it. There are certain things that have to happen, and you have to project manage that very well. And you have to hold every department accountable because every one of them needs to go quickly with certain clients that have had M&A experiences that I’ve seen go bad.
One of the most important things is to get the newly acquired company on the new systems as soon as possible. So, for example, some companies take the strategy of saying, no, no, no, we don’t want to interrupt anything. Go ahead and just use your G suite. Even though we use Microsoft. That’s one example. That is a terrible idea. Every single company that I’ve seen do that has just prolonged the agony. Just rip off the band aid, get them on the systems and go. That is like probably the number one thing. The second thing is, I would say if you’re going to acquire a company, make sure that you do any of the layoffs before acquiring rather than after.
Because if you’re coming in and the company is excited to be acquired and to be part of a new company, and then they go through a riff, it just kills the mood and it just makes everyone sad. So try to make sure that that’s done prior to the acquisition if you’re going to. And there would probably need to be those riffs in most cases if they’re being acquired. right. So that would be the second thing I would say. The third thing I would say would be in person friends, you know, friends from the company that that has acquired reach out, do lunches, get together in person. Because again, in the, when you’re onboarding a customer, it’s the same thing as onboarding an employee. And those first 30 days really matter a lot.
Dr. Jeremy Weisz: 39:43
Amy, I have one last question before I ask it. I want to point people to Fullcast.com to learn more. My last question is just some of your favorite resources. Those resources could be books. They could be podcasts. They could be even colleagues or mentors in the industry. And we’ll mention, you know, obviously go to market podcast, people can check it out on. What are some of your favorite resources that have helped you in business throughout the years?
Dr. Amy Osmond Cook: 40:20
I really appreciate that question because there is such a beautiful ecosystem of partners who provide very valuable resources. You know what you’re doing here with the Rise25 podcast, I really appreciate, I appreciate being able to come on and talk about our company and, and talk about things that matter. A few of our other partners we work with quite closely are Pavilion is a great one. We are co-releasing our benchmark report yearly with with them.
Dr. Jeremy Weisz: 40:50
Yeah, I saw that. That’s like front and center on the website. You can download.
Dr. Amy Osmond Cook: 40:56
We actually had $78 billion of pipeline data, operational data that we use to research these benchmark reports. They’re fabulous. So I appreciate the Pavilion partnership. I appreciate the go to market partner partnership. I appreciate the go to market counsel partnership.
I appreciate the industry’s like Revops. Co-op is a great one. RevGenius is a great one. I’m afraid of saying more because I’m afraid I’m going to forget somebody. CRO Collective is fabulous. The AI agent conference, which I’m speaking at next month, is a wonderful partner. So I, I appreciate the opportunity to work with all of these fantastic people. And because we all have the same goal to help companies grow, to help people have healthy, happy jobs, to remove revenue pain, and to help everyone sell better.
Dr. Jeremy Weisz: 41:56
Other on the resource side, you mentioned the AI agent conference. What other conferences have you attended that you liked or maybe you just heard are good?
Dr. Amy Osmond Cook: 42:10
Okay, sure. Some of the other conferences that I’ve personally found a lot of value in. Matt Volm does a great conference called RevOpsAF. And yes, that is what it means. And it’s a great conference. We’ve been able to see. It’s it’s a little smaller. It’s like 3 to 400 people. ChiliPalooza is a good one too. I really enjoyed going to ChiliPalooza. That was fun. Alexander Group’s got a couple of really good conferences. They do like an annual event and also a women’s event, which I absolutely have loved. Going to pavilions, go to market once a year, really good conference, tons of good, interesting information. And then we just finished doing partnering up very closely with Silicon Slopes Summit. And that’s a wonderful partnership. It’s more based in the West, but technology leaders from several different states, especially in the West, join in. And we were able to meet the CEO of Gong that he spoke. The CEO of ZoomInfo spoke a lot of a lot of really interesting people spoke there.
Dr. Jeremy Weisz: 43:24
Amy, this has been fantastic. I really appreciate you sharing your journey. It’s pretty incredible the journey you’ve had from from music to Fullcast. So people can check out Fullcast.com. If you go on there, you can see read the 20, whatever year it is. Whenever you’re listening to this, the benchmarks report, you can download it, check it out. And so thank you and we’ll see you next time. Amy, thanks so much.
Dr. Amy Osmond Cook: 43:50
Thank you so much.
