The Secret To Scaling From $20 Million to $200 Million ARR (Extremely Fast)

26:00And it's usually not from the SME. It's usually not from founders. And so with the caveat that founders and builders and startups, they might not drive you a large portion of your revenue or your net revenue or profit, but they have so much influence outside of that. They usually have a lot of clout in the market. They are evangelists. Usually they have typically have a lot of followers on social media. They are influencers in and of themselves as founders. They're part of founder communities. They usually will go through a lot of them will go through accelerators that have massive networks of people.

26:38And so we're, you know, we're thinking about earlier this year of, okay, we need to know we need to move up market and build our product for them. But we can't lose sight of the community that got us here. And so how I look at that is I even have in our planning documentation, we have, okay, you know, 70 % of our time and resources are going to go to moving up market because it's a big deal, right? It takes a lot of effort. And if you're not focused that much on it, it's not going to happen. You're not going to do it successful. But we're still dedicating time and resources to fostering the relationships within this community and ensuring that we're not leaving them behind because they will help us grow ultimately.

27:19They're just not going to show up in your as a major like revenue line in your P &L. Yeah. But it's like what you mentioned earlier. There's a lot happening that you can't tie back to. Yes, it's this community that's helping drive it. And you know that they also are the ones that got you here and can help with momentum as you move forward. Exactly. And so I honestly was like, no, absolutely not. I'm not focused on this in January. And Raul or C &O and I were like, look, we got to think about it a different way since we're not going to see them scale our revenue to$200 million. And so I'm actually actively hiring for a basically startup evangelist or startup program manager to build like host happy hours, be in the field, be having, you know, really in-depth conversations with founders and builders, the accelerators, and really make sure that we're maintaining our foothold within this community and supporting it as we grow.

28:18So we're dedicating resources now while then a lot of the team is really trying to push us up in this mid-market plus direction. Yeah. So how did you know that a startup evangelist would have been like, did you hear from your community like, hey, you're forgetting about us. Like we need someone on the ground floor here. Like how did you get that feedback to put someone in the communities? So we just, we kind of just like, I would say we forgot about the startups. We just, we weren't proactively communicating with them as much. And we did see that we had a competitor that started taking over some of the accelerators that we originally were like 100 % influenced in.

28:59And it's like, oh no, like, how is this happening? It's like, well, because we're, we haven't proactively built programs for them. And we also, we used to have a super, like a previous version of a superhuman for startups program where we're like, just give them seats. Like they are our people, right? And so we actually launched a new version of that where our offers are even bigger. You can join superhuman with five seats for a year free and use it basically your entire building, your entire like founding team. We look at it as like giving back to our startup community and our founders and our builders.

29:32and we're trying to just go back and say, okay, I know you tried this other product, but ours is still better. Like, come back, like we're here. And it was, it was a little bit of a, oh, we just lost this. It was like one accelerator that we started just like losing our foothold in. And so it was, it's a good indicator though of where we were heading, which is why we've now pivoted back to making sure we have resources there. Yeah, and I'm guessing you could see direct metrics tied to losing that accelerator partnership as well. Like that'd be a pretty obvious one, I would assume, right? Yeah.

30:02I mean, it wasn't as, again, like the revenue is still little, they're tiny, tiny deals and we're giving them big offers. So it was really just a, this is more of an anecdotal and subjective view of like in the conversations we are having, we keep hearing about these competitors starting to pop up. And so we needed to stop and redirect then after that. Okay, so now as you're moving up market, what have been some of the biggest learnings, hiccups? I mean, I can imagine that's an interesting process to go from marketing to founders and positioning the company that way and being like, me too, we're the same.

30:41And then all of a sudden, having to probably, you know, reorient in a very different direction, which would require, I mean, to me, it sounds like it could be a whole rebrand in a way of like, everything that you've been doing. So what have you been learning along this process? And how's it been going? The great thing is that we never tried to move up market and failed. We're in the beginning stages of this. And we have a really solid brand already. We have a wall of love on our website. If you just are even ever on LinkedIn or following Superhuman, it's just like people just talk about us without having us ask them to, which is great.

31:17We just have so much customer love. And to us, it's like we don't need to rebrand. Our brand is fantastic. We just need to leverage what we have. and do it right as we're moving up market and really building for this new audience. And so it kind of goes back to the values, the outcome that our product is driving. Like you can be a founder of a 5-person company and you can also be an executive at a 5 ,000-person company and the value is still the same. And so what we now have done is we're leading with our product value. We're really leaning heavily into, of course, the outcomes we're driving for you, what it means for you and your workflow.

31:50And then we're adding the enterprise credibility on top of it. So you're increasing your speed, you're increasing your focus. It's a delightful product. We know you hate Gmail and Outlook, so use ours. And then the signals on top of that for enterprise, it's we also have SAML and SCIM. We have really great implementation if you want it. We have security and admin controls. So we add that on top for the actual buyer themselves. But we're leading with, you're going to see this value as a user. And if your whole team is on it, you're going to compound that value, the more people you have using it.

32:29And so we did have to add personas, of course, like, we now have business transformation leaders, AI leaders, biz ops, like, there's just more people that now we have to build narratives for, but it's still rooted in the same product value and the same brand narrative. Yeah, I was just reading a piece around how you should be writing those narratives for, for example, for like a product like this, how your CIO is gonna read your security for this product. Here, you can give them this one pager so they know exactly how secure this is. And here's all the questions they're gonna get or what questions your CEO is gonna ask.

33:08Well, here's how much it's gonna save on headcount in time and whatever. And just having these documents ready for the whole network of buyers that will be waiting as you move into these enterprise deals. Yeah. You're just expanding. And I think some companies do need to regroup and say, okay, was the brand we built five years ago? Is it still going to work? Hopefully, if you went through that process correctly, yes, because you want brand to keep going. It's such a marathon to build that affinity. That is what the superhuman team did, which is great. It's worked well for us. I feel very lucky to come in and not have to do a rebrand and not have to focus on that.

33:44There's so much momentum. And so then it's taking that into your point. It's making sure you're saying the right things. You're building the right material to help have those conversations and move those deals through. It's not easy. It takes a lot of time. I restructured my product marketing team. So now I have a product marketer who is only dedicated on moving up market and landing managed deals with sales. That's all he does. and he's really, really great at it. But we just did that three months ago, three or four months ago. We just kind of pivoted our teams to be organized that way. I could imagine maybe it's slightly easier for you all because you haven't been around like a really, really long time.

34:23Whereas I'm thinking about other companies, even one like maybe Canva, for example, they've been around a while and they were really so branded as just the startup's friend. And now them trying to move to enterprise, I feel like they probably could have a harder time because they just were so well-known as one thing and just like, oh, we're just like a basic tool for basic design. And now they're like, no, we can do everything that Adobe can do. Maybe like you should use us too, enterprises. But I'm like, it might be easier because you weren't branded for like a decade in the market as one thing for one group of people.

34:57Well, it's so fun. I actually, we had our first ever like go-to-market offsite in February where we did, it was just sales marketing CS, did a bunch of training. It was like vision setting. And I had this whole presentation on examples of companies who have started as B2C or self-serve kind of individual products and have moved into the enterprise. And Canva was an example I used. So it's like, I had four slides and Canva was like, here's where they started this year. And then it went to this year. And then here's how their messaging and narrative changed along the way. And like Canva started as, yeah, a design tool where you built like ads, you know, for your or just for anything.

35:37but like ads or flyers or whatever. And now they call themselves like the visual design tool or visual design for everyone. And there's all these different use cases and they've built their team's work, you know, their team's workflows and org structures and things like that from their product. And I was trying to paint that picture for our team of this is, and I had like, you know, a timeline. I was like, we're like early on, we're here. This, Canva did this really quickly, right? Like not a lot of companies can make that pivot as fast as they did, but that's where we're going. We're trying to become not just an email tool, but an AI native productivity suite that is email, it's calendaring, it's task management, it's, you know, you name it, like that's on our roadmap ultimately to build.

36:26And that requires a lot from everyone in an organization to really get there, but it's fun. It's really fun to do. I mean, that's such a different mentality to how you just explained it, because one goes like maybe the original use case of superhuman was this is your end destination. Like this email solution is your end destination. And now you're saying that's just the starting point. Like we're going over here with all the other things and how to open up the portfolio of like offerings and showing people like this is just the starting point is the email productivity solution. and all these other things.

37:01Yeah. And I think it's, I've, my vision really for not just superhuman, but productivity in general is if you use email, you can see value out of superhuman. You have a lot of email, you can see even more value. But what if you could log in to this one instance of superhuman, for example, and AI has now read your emails, it has read your calendar, and it's read your chat across personal and professional. And then it says, Hey, today, here's your top five things. And here's what you need to do and what you really need to focus on in order to be a successful leader or operator. And I look at that, I'm like, that would change my life.

37:44I'm using Superhuman, both personally and professionally, but I have two different login instances of it. So how do we really combine that of like, you're a productive person versus you're just a productive professional. And I just think it could completely change the way you operate as a human. I want that. I'm looking at that for all of my tools right now. We have our ChatGPT Enterprise account. And then I've got my personal Stephanie Postles one. And I'm like, just put them together. Yeah. And I want to be able to share all these with my team. I don't want to have to only do the enterprise.

38:18But it's interesting because that's how the world was for a long time. It's like keep it so separate and you don't want people seeing your dinner recipe accidentally and chat GPT on your work account. Like, so I think it's interesting how now people are like, no, just, just make my life easier and just merge things. Give me time. It's, it's totally, it's a mindset shift. It's a habit change. And we talk about it a lot. Like, you know, a lot of some of the features that get requested of us is unified inbox. So I can unify my personal and professional. And there's a lot of schools of thought there where it's like, but that makes you less productive.

38:52Like, how do you have, because you're thinking about things differently. I'm like, yes, but the reality of it is like, sometimes my kids, you know, school reports are more important than this business meeting. I know, crazy, but like, I might have to do that first or respond to that email first versus this one. It's also a very personal decision. And so I'm all about like build the flexibility for how people prefer to run their lives. And then like we shouldn't tell that to them themselves, but we should let people build it. Yeah. Yeah. You can just have a mom filter and every mom would be like, yeah, I want it all in one spot.

39:29Oh, I was like, that should be amazing. Yeah. I'm thinking back now to the slide you were talking about, about companies moving up market. what other companies, if you're okay sharing, were you looking at what things did you learn? What were maybe pitfalls that you're like, look, this one did it wrong and things that you're avoiding. I would love to kind of get into that session that you did and learn. Yeah, it was really fun. I actually, so I had Google as one, which it was my first one. I was like, okay, it's hard to compare yourself to Google. Like you shouldn't, like, I don't want to like set up for failure here, but they did something very similar.

40:03It was like, they, they started with individual products. Obviously, they were searched. If we go way back, they're a search tool. I started with Gmail to G Suite. And they built that out over time. And the reason I use that as an example too is because we're email, but we don't need to just be email. I mean, we're not just email, but for the most part, there's a long tail there. I also use Dropbox as an example. They were very consumer in the beginning as well of just host your docs on the cloud. And then they moved to being fully enterprise as well. And then I had one other, but I mean, the main thing was, we don't need to reinvent the wheel, because there are a lot of companies out here have done this really successfully.

40:46And so let's learn from them, take what they've done, what they've been successful at doing, and then apply it to where we're going. I'm not going to name names necessarily, but we also looked at a couple companies that were this product moved too fast to the enterprise. Actually, you know, I will name a name because I love this as a marketing team and you guys are going to... You will probably resonate with us. Optimizely is a great example. You remember Optimizely? Yes, I do. Doing landing page testing. Dream of a product for marketers. Super cheap, super easy to use. You could rapid fire A-B test.

41:23You could build landing pages overnight, not even overnight, in five minutes. Excellent solution. And then they said, we're just going to move into the enterprise. And they changed their pricing where the minimum was$60K or$80K before we were paying $100K a month. And they just left their SMB businesses and their startups behind. And I know someone who worked here at the time and they weren't able to pivot fast enough. They were trying to land whales. They ended up getting acquired. And when was the last time you talked about Optimizely. I would say, are they even around anymore? What happened to them?

41:59I have no idea. But the point is, it's like a great example of a company that was just in an awesome spot and growing so fast. And then they just forgot about the people that got them there. And so that was a good example of don't forget your end users. Don't forget your startups. Don't forget the community who got you here. Continue making sure you're fostering that, you're building solutions for them while also making your way up market. Because that just takes a lot longer. There's a lot more at risk when you do that. So I did have a call with a company who that has basically built, I think, the next best version of Optimizely.

42:37And I'm like, thank God. I literally told them, I was like, you guys remember Optimizely? Because I've been asking for this for like 10 years. And finally, you're here. So... I'll have to get that name from you. You test them first. then send it over to me. I have not gotten my hands on it yet, but I'm optimistic about it. I love these kinds of examples because like you said, there is so many companies already to learn from. And I mean, I even think about Adobe and how like one second it's super expensive and the next second now you've got cloud and you can just pay like$10 a month and then no, you're back in a contract for a year and just like getting jerked around and being like, I just want one piece of software?

43:15Can you not put me in all of them? Now I'm stuck in a contract. You won't let me out. I mean, just watching them try and bump their way through it. I don't know where they're at now. But yeah, it's just like, don't do that. That's another really great example. That's my, usually my second example of this. You were talking about attribution. ESP. You remember Visible? Visible was bought by Marketo, bought by Adobe, right? Visible was an incredible solution back in like the early attribution days. We had like, we were super users of it at Outreach and it really fueled everything we did. And great customer support, beautiful product, like relatively for attribution, relatively easy to set up.

43:55They were bought by Marketo, kind of started going downhill. And then Marketo was bought by Adobe, really started going downhill. And we ended up churning and moving to a new partner because of that whole shift. So you do have to be careful, especially in acquisitions or in big, you know, yeah, strategic shifts of like where the product and market is going. Yeah. When thinking about moving up market and scaling quickly, I know you've been at a lot of companies where you've gone from a$20 million AR company to$200 million, which is fast growth. It happened very quickly. How do you think about building out playbooks for that level of scale?

44:34Yeah. So it's a really great question. And this is why I love this phase of growth. It's so exciting and things are changing so fast. And one of the biggest areas that I think businesses don't invest in early enough is revenue operations and marketing operations. So really thinking about what is the infrastructure that you need to build to get you from 20, 25 million to 200 million. It looks so different. You can basically, you can run your business in Excel spreadsheets or Google spreadsheets if you needed to, like manually up until that 20 million mark. But then after, your teams can start breaking down almost overnight if you're not actually like building that infrastructure as you go.

45:21So that infrastructure, that data powers everything your marketers are doing, everything your sellers are doing. It makes your processes and your teams more efficient. You'll see bigger outcomes, better conversions. And so that's the piece that I think about all the time is if I want to build a really amazing customer journey and I want it to be personalized, I want to be making sure my sellers are reaching out to our customer accounts at the right time. I am prompting this specific activity in our product based on their other actions that week. That is all driven through operations. And that's all driven through data and infrastructure.

46:01And so when I've joined companies at$25,$20,$25 million, the first thing I'm doing is hiring a really strong operations team to make sure that we're building for the people on the front lines, for our marketing program managers, for our sellers, for our SDRs, to ensure that they can be successful in getting us to 200 million. I mean, we could take that in so many different directions, but it's just so critical. I mean, my first question is like, when you bring someone in in this role, is there typically a playbook that you're kind of also watching over them or that you're watching many of them roll out or it's like, we need this, this, this, and this to make sure that we're able to scale to 50 to 100?

46:43Is it pretty typical things that they're doing that you think are so crucial for that period? Yeah. I mean, if we're thinking about... So if this seems so basic, but I'm not kidding, every company I've gone into can't do it, right? Is my Salesforce or CRM instance talking to my marketing technology? Is it talking to my sales technology, whether it's outreach or it's sales loft or it's gong or I don't know, nooks, any of them? Is it talking to them? Is product integrated into those systems? Do we know how many touch points each customer has gotten by a seller or a marketer? And every single company I've joined, it is either impossible or nearly impossible to get that visibility into that data.

47:30And so my question always is, okay, then how do we run plays and scale programs and ensure that we're not making our customers mad because we're emailing them 80 times in a day. And so that's the biggest thing is one and what is your tech stack? Two, is it integrated appropriately? And are they all communicating? And then three, do we have what we need to take it from I'm running three playbooks to I'm running 20 segmented playbooks against all these new buyers, these new markets, these new industries. As you move up market, it gets bigger. There's different narratives. There's different positioning.

48:05you just can't do that without a solid foundation and solid infrastructure. I would love to hear about your tech stack right now. If you have any tools that you're loving, or maybe I think you already brought in this RevOps leader, right? I mean, they've been there for a little while now, like that they may be brought to you and they were like, look, here's one that you need that you didn't even know about. Yeah. I mean, we're still in the pretty early stages, I would say, of building our tech stack. But I mean, I'm like a, I'm a Kool-Aid drinker of outreach. So I've been an outreach user for literally 10 years or longer now.

48:37So anyway, sales engagement though is so critical. But there are some new ones that have come up more recently. Nooks is a sales S-D-R-A-E product that is just skyrocketing in terms of usage and their business. We're specifically using them for dialing and running plays. We use a company called POCUS for segmenting our user database and running like real-time plays through POCUS for both marketing, CS and sales. And then we just implemented Qualified AI SDR. That's literally three weeks. We're three weeks in. My head of demand gen is from outreach and she did it there. It's a lot of success. And so my biggest priority is how do I take all of these plays I've been running for a long time and make them smarter through AI.

49:28So whether or not their technology partners that never had AI but are building it or brand new AI partners, Qualified is one of those where we're really trying to make that work. And I'm incredibly optimistic about it. So that's a really fun one on the sales and marketing side. It's kind of both. Is there any gaps right now where you're looking for tools to do something? I'm desperate for design. Tell me you have a great AI-focused design tool because I've asked every marketing leader and they all say, no, just it's not there yet. It's not there yet. I still use designers. Yeah. I mean, it's crazy to me that we already have AI sales like SDRs or, you know, like we already have that where they're able to come in, close deals, answer all the questions and we don't have a good design tool yet.

50:19And I'm like, mid-journey came out a long time ago. I feel like we should by now have lots of great tools. What is the whole right? I'm unclear. It's like the chat GPT, like open AI joke that like, you're still going to get people with, with, you know, way too many fingers or like too many arms or like something weird is happening, like especially if it's people driven. But that's, I think there's so much disruption that could happen within that market soon. Or even can't can was such a great example. Where is canvas, like auto AI design features. I tried. I tried because they had it, they had it plugged into ChatGPT and I tried it and I was like, no, this is not working for me.

51:01This should be your thing, Canva. Or Adobe's is still too complicated. They just need to have a baby and just make something in between. We really do. Let's tell them. That's a big one. The other fun one though, too for me is I am trying so hard. And this is like, I hopefully this doesn't get taken the wrong way. But I'm saying trying so hard not to ever hire content managers anymore. Tell me more about that. And why? Yeah, because I look at like all of the different LLMs and AI providers out there, like the easiest thing to leverage them for is drafting content. Oh, you mean written content? Yeah, written content.

51:42Or taking unwritten content or webinars or virtual events or podcasts and building 20 different assets from it. I don't have any direct content owners on my team right now, FTEs. And I'm trying to keep it that way as long as possible. And I'm getting close. I think I'm going to be able to scale without it. We'll see. But I do have some part-time editors just to make sure that the content we are producing and writing is good. But I'm working with a new company. my good friend started called GrowthX. And they're basically building like all these really amazing workflows for all those different type of content, whether or not it's blog content, or it's SEO content, or it's taking your podcast and making thought leadership posts, or it's webinars, like we'll see.

52:26But to me, that was one of the lower hanging fruits when it comes to leveraging AI and how that would impact full-time headcount. Yep. Yeah. I mean, we saw a similar thing with admission to like, but the more complex pieces, of course, we still need writers for those, like some of our narrative podcasts, but a lot of our other written content, we just don't need someone sitting there cranking away all day anymore. And that's, yeah, a lot of things. I mean, we see it happening in the video space as well, although that's still not there either, but to come probably. And yeah, just a lot of places that are becoming really efficient, which is really fun.

53:01Yeah, it is fun. It's like, it's, it's it's a shift right but um my product marketers like my product marketing teams generally have changed a lot in the last 10 years like the product marketers i used to work with or lead were very like we're taking the product we're building the position messaging for it we're building the roadmap we're working with the product teams to make sure we have a go-to-market plan but then i'd have campaign owners then i'd have content owners then like there's like five other teams so would help me get it into market. They could be small or large, but a lot of people doing that.

53:37Now, my product marketing teams, they own the roadmaps, they partner with products, they also do the campaign strategy, they write the narratives, they do the briefs for virtual events and for thought leadership and for decks, etc. And then my program owners will take it and build what they need from it. But they're doing way more that's broader than what traditionally I've had them do. I think it's because AI is like helping them do more with less time and less resources. So yeah, that's way more fun to being able to play in different areas. And yeah, that's awesome. So looking ahead, are there any big experiments you're running campaigns, you know, types of content you're playing with big bets or things that you're not even sure if they're going to work out because they're so big and hairy and you're just trying it?

54:25I'd love to hear about that. Oh my gosh. I mean, still, there's a few things I think with, I've been learning from a lot of marketing leaders too, where they're just automating and personalizing at scale with AI, with qualified, with clay, like with intent-based, you know, prioritization for target accounts. Like it's all automated. They're building so much pipeline through just like automating their SDRs and their VDRs. So that's a big piece where like, it feels hairy to me because there's a lot of technology, there's a ton of data, and we're trying to build it as we go. So that's one where I'm like, we're gonna get it there.

55:05I'm like determined. But between where we're at now, and like the vision, there's a lot of steps in between. And so much of it is infrastructure, like we've talked about. We're also, I mentioned earlier, we're like leaning really heavily into UGC content creator type of plays and programs. And I've been getting a lot of great feedback too. And I've seen this firsthand that like a lot of the influencer tech out there is just not quite hitting the mark. And so I've been, you know, so what we're doing, I got some feedback on that. So like, just don't go with any partners to do this. Like, you just need to have someone on your team building this pipeline of influencers and creators.

55:44And so now we're like, we're a couple months into that and it's finally starting to hit. But I need to now, I want to see if I can actually get their content to drive us this business that I deeply believe in, but will take a couple months for sure to do and like really get moving. And then the biggest surprise to me from a superhuman side is like marketing is like fashion. It's cyclical. It goes around like a couple of times every handful of years. one of the things with that is virtual events like during covid virtual event we obviously went from like in-person to virtual only everyone was running virtual events we got super excited the first six months and we all got tired of them i kind of like started dying and um and so then we started going back into person post covid or in this like post covid world which we love so i'm actually starting to like i'm gonna start ramping events again and now um this year for superhuman but we're we launched a virtual our first big virtual event in January with this campaign I was talking about earlier in the segment and we drove we're driving thousands of registrations like the average is two to four thousand registrations from what tell me more about this so what is a webinar I'm not kidding for like webinar got like literally virtual events and webinars is like there's no chance like it used to be so hard for me to drive demand for webinars If I got 200, 300 reg, I'd be happy.

57:12And the very first one we did, granted it was with this very seasonal, amazing campaign, but it was like, learn how AI, you can be more productive in the new year with AI. And we drove thousands of registrations, thousands of attendees. And better yet, we had a ton of customers on there and they were giving us real-time feedback during this webinar. They were like, I love this product. I can't believe what you're building. I have just screenshots and screenshots of customer feedback, both positive and constructive. And so not only did it help fuel our roadmap, but it drove demand. It drove reasons for our CS and sales teams to reach out to them.

57:50It drove sales managed pipeline. It drove thought leadership. And so we're now doing one a month. We're putting more of our time... We don't want to do a million because I don't want to burn out my audience. But we just did one. I think it was our biggest one this week. We had a few companies, Amplitude and Speechify, Linear join as like AI thought leaders. We had, I think, over 4 ,000 reg and 1 ,000 attendees and like, they're just still going. So now we've done like six of them and Wow. I'm going to go as long as possible. Coming back. Who knew? Seriously, who knew? I it's that's how do you come up with I mean for these webinars I have so many questions like how do you come up with a topic that people care about like how do you think about or how do you even research enough to be like yes this will draw in for a thousand people to register and then like how do you make sure it's good and not a corporate webinar because I've been on some where I'm like yeah no I'm not here just to learn about how I mean yeah some some of Clay's webinars I'm just like, all righty.

58:56It's just all you all day. This is not any bit thought leadership. And I get it. That's probably what it was for. But yeah, how do you do the research, execute a good one? And then what ROI have you been seeing for some of these? I think that's the value in AI. It's so new. People don't really understand it yet. And so if you position it of like, let's talk about what the visionaries of AI are doing day to day. What are they using? It's like this podcast. What are they using? What do they want to use? What's not out there? How are they seeing success? is everyone wants to learn that. And there's no shortage of topics.

59:37Like, honestly, we don't spend that much time doing topics where it's like, I think we should probably do an AI webinar. And like, what would make it interesting? Can we get on? But I think it's because there's literally so much out there. What is AI native? What do you mean you can use it in email? And so we're really going back to, okay, there's no shortage of topics. How do we do it broad enough though that like you could learn, really learn from it. And the content itself is very much, We try to get it as tactical as possible. So some of them are a little bit more product-centric. We're like, we're showing you how you will save 4 hours.

1:00:09Let's put it on your screen. Make it easy. So then you can literally go do it the minute we're off. Or Insert X Company is like, here's one of their big wins that they have done with AI. Hear about it during this event. So there's just no shortage of thought leadership and content. People want to see it because they don't get it. They just, the mainstream just does not get it. Yep. Yep. And then are you, how are you advertising to get people there? Are you on LinkedIn? What are you doing to get awareness around this webinar to get those signups? Yeah, we do LinkedIn. We do email, of course. Like we have a pretty heavy database, of course, of a pretty large database of like super users of our brand and our product.

1:00:50We'll get our evangelists to share it. We'll share it. The more people you can get onto that are your, of course, existing customers who also have great audiences. I'm a huge proponent, especially in startup marketing, to partner with as many people as possible, build your community that way. It's cheap, if not free. And you are basically capitalizing on someone else's community and their brand. And so we're trying to do that. I've done that also at every single startup and we're trying to do that as much as possible here too. Okay, so you're just blasting it out to your partner's community and saying, hey, we've got this webinar.

1:01:25Please be on it. Please share it. and maybe incentivizing them sometimes. It's a cool topic. Yeah. Yeah. Yeah. And you'll get, we will give people really great offers after too. Like, hey, join our, like if you're on it, here's your three months free or whatever it could be. And it's just, it's fun. I just, I'm still shocked. Trust me. Like every month I'm like, I told my executive team in January, I was like, don't get used to this. I'm not gonna be able to keep this up. And then we keep having really great ones. And I keep saying, still don't get used to it. Yeah, probably going to go back down.

1:01:56But I do it as long as I can. Yeah, hot tips by harmony, old school tactics, working, working strong. I like it. Direct mail. Come on. People love direct mail these days, too. They do actually. Yeah, I know. That's a good one. As long as you do it. Well, it's a good one. Yeah, yeah. So it's fun. So when it comes to the startup evangelist role that you are hiring for, how do you think about the KPIs around, you know, this person, and if they're doing a good job or not? Yeah. So there are a bunch of programs we have that are either active or we want to pilot and launch for startups in general. So we have our Superhuman for Startups program and that's like, we have a website for it.

1:02:39You can sign up, there's a workflow. I am actively now tracking and will be tracking how many new accelerators are signing up for their portfolio companies, how many startups are coming in and requesting access or requesting access to the offer or to our product. And then so that's like the program itself. And then there's, okay, how many events do we have? How many happy hours? Who's attending? Are we seeing them come in and take advantage of the offer? Are they not? So it's really this still programmatic type of approach and the traditional KPIs that you would imagine. But it's less like my teams are so held accountable for revenue.

1:03:21I'm more going to be looking at some of the leading indicators of success to revenue versus direct revenue since our offer is big it's free basically right for a year so it's how many new startups can we onboard what is the percentage of companies in Y Combinator that are using superhuman and some of those more programmatic type of KPIs and if you know anyone send them over. If you're listening to this podcast, find me on LinkedIn. Get on in here. Find harmony. If you're a good fit, it sounds like a dope role. I mean, it'd be really fun, honestly. Yeah. I was like, even if they're like a past founder and they just don't want to be a founder anymore because it's hard to be a founder, then find me because I will just pay you to schmooze and post cool events.

1:04:10You can have multiple like city locations, one in each city, have one in Austin, I'll do it for fun. I love that. Yes, you're hired. All right, thanks. Here's my new job. It's a done deal. It's official. Well, Harmony, this has been such a fun podcast episode with you. Thanks for coming on Marketing Trends. Where can our listeners, our viewers, everyone find out more about you and Superhuman? Yeah, find me on LinkedIn. Please, the more the merrier, reach out. I love connecting with the people and having coffee, having virtual coffee, whatever. So please don't hesitate to reach out. And you can find Superhuman as well as on LinkedIn and X and all of the social profiles too.

1:04:52So thank you so much for having me. It's been such a fun conversation today. This was really fun. Thanks for coming. And we'll see you for the round two sometime in the future.