Why AI should drive growth, not just efficiency – Najoh Tita-Reid

23:22Now, I need to try and get my hands on this study because I can't remember where I saw it. But directionally, it basically said that at the very top of organizations, everyone believes that AI will deliver substantial cost saving and growth opportunities. Go one level down and no one agrees with the statement. There's a big disconnect between the level of change and saving that, you know, CEOs typically think will be achieved. But lower down the organization, people are not seeing it. So there is a gap, isn't there, between the potential for what AI can do and the reality.

23:55Najoh Tita-Reid:I could see that happening because expertise, of course, is inverted, right? The people who are closest to the markets, closest to the work, who are living the workflow every day, understand how much things would need to transform to get the efficiency that might have been promised at the top. and usually when you're in it, it's very hard for you to see a new way of working and so I can see that gap and so I would say the gap is also in the promise of efficiency. You cannot do more with less working the same way and just throwing AI on top of it. It is gonna require true transformation of you changing the work that you do and so that's important and by the way, no one from the top can do that alone.

24:41Najoh Tita-Reid:You do need people who are closest to the business, closer to the markets to sit down with you and recreate what a possible workflow should be as opposed to what it is. And so I think that that tension is because people who are doing it can't see a different way of doing it. People at the top know there's waste in the system and you need to come together to be able to reinvent the way of working. And then, of course, there's efficiency to be had. Yeah, I love that. You're absolutely right. That makes a lot of sense, isn't it? Because lower down the organization, you're stuck in the paradigm of how you've always done things.

25:13At the top, you're not accountable for the end result, but you're not responsible for making the change. And so the person at the bottom has got to go to the person at the top and explain what has to be true to realize the change.

25:26Najoh Tita-Reid:People at the top are doing lots of work, but the work is far more systemic than that. You know, we're buying media for Monday. That's not what we're doing. We're thinking about the entire ecosystem of media and what needs to shift so we can be more effective and efficient. Very different thinking. Very different. Now, you've delivered growth in a lot. I talk with marketers all day. Many of them say the same thing. Traffic is down, leads are down, and they're not sure why, until they realize what has changed. Most of their customers now trust AI to recommend the right brands to them, and the first one that AI recommends, they go with.

26:03Visibility in AI search comes down to whether AI trusts your content, but most brands have no idea where they stand. So how do you show up when someone asks AI about the things that you sell with HubSpot AEO? HubSpot AEO shows you exactly where your brand stands in AI search and makes clear recommendations on what to do to improve it without having to guess. So when someone asks AI what to buy, you're already the answer. Try it for free at HubSpot.com forward slash AEO. A lot of different contexts all over the world, a lot of different roles. What's the secret to delivering growth?

26:40Najoh Tita-Reid:Oh, gosh, that's a great question. In a nutshell, you must deliver household penetration, okay? You must not lose sight on increasing. I think there are a number of brands out there that are maybe winning but not growing. You can win by being more profitable. You can win by hitting whatever metrics you set, but that does not mean you are growing. Growing means that actually more consumers, our customers, are buying your products. You've increased your territory. And for a short period of time, you can get the same people to buy more and you can also lift the price. There's all sorts of levers you can do to drive growth.

27:29Najoh Tita-Reid:But true growth is increasing household penetration. And I think that depending on the metrics that people have been playing with, winning and growing are not the same thing. And people need to understand the difference. That resonates a lot, actually. I know when I used to work at System 1, I noticed that like this pattern that every year, roughly the same number of customers would drop out. Yes. And roughly the same number of customers would come in. The leaky bucket. Yeah, yeah. It was a real thing, wasn't it? It was like, you know, I could tell you almost precisely the percentage every year.

27:58It didn't really matter what we did. And then the same would come in the same mistake. And then I realized that you only grow by increasing the total number of customers that you have. And then I was like, okay, so I've got to be obsessed about new customer acquisition. I've got to overinvest in that and make that a specific tactic. And the moment I did that, the company started growing because, you know, then people go, oh, but John, if you stop the leaky bucket, then surely you'll grow. And it's like, whatever we did, did not, because people didn't leave because of what we did. They left because their budgets got cut or they had a purchasing and you're a purchasing diktat that said they couldn't work with us.

28:33It wasn't like we were doing anything wrong, but there's always going to be a number of customers that don't want to buy from you for different reasons. So the only way to grow was to expand the total number of customers. And that meant getting new ones in.

28:44Najoh Tita-Reid:It's true. Now, I have to give credit to Ehrenberg Bass because they've done years and loads of research. And with many of the companies that I've worked for, they deserve the credit for at least scientifically proving this fact. but also to something like System 1 who is there to give us the data and the research to prove that. And marketers do need this data and research to be able to deliver that. And I know Aaron Burke baskets a lot of flack for only being CPG focused. They're not. And I do believe the same principles. The few alterations are not just for products, but they offer services as well.

29:14Najoh Tita-Reid:The churn rate of organizations is something that people have to look at. You can grow via a number of different levers for the short term, But long term, you will not grow if you don't increase the penetration. You're right. No, it's funny. I saw all the principles play out when I managed an energy drink. And then I said the same things when I worked in B2B software. Yes. Because we think B2B and B2C are so different. And I've seen ridiculous amounts of similarity. If anything, I found in B2B, because the purchase decision is much greater, all the principles apply, but just more. It's not that they're different.

29:48And it's just they apply, you know, to an even greater extent because, you know, longer buying cycles, bigger individual purchases. So it just matters more. Yeah. I want to pick up on something you said earlier because you were talking about lots of marketers only manage one of the P's. So this came out of my research as well, interestingly. I was really shocked. I knew this to be true, but I was shocked at the percentage. So 90 % of the CMOs I interviewed only had control of one P, the promotional P, right? Wow. And they had limited influence over the others, but they had accountability for delivering growth.

30:22Now, imagine that. You've got control over arguably the weakest P, arguably, or the one that takes longest to take effect. And yet you're accountable for the results. But I noticed in your Mars role, you described yourself as brand and experience director, which I love. So tell me what that meant to manage more than just brand.

30:42Najoh Tita-Reid:Yeah, so I do think that this is potentially part of the trend of the title of CMO being expanded to CGO. And so to be able to acknowledge that in order for a CMO to truly drive growth, you've got to take on more than one P. And so when I mentally made the shift from being a CMO to a CGO, it was as if the company was acknowledging that you own more than one piece of the pie. But we need to be very clear to CMOs. You cannot do the CGO role alone. OK. And so experience is part of it. But no CMO owns experience just alone. You can create that experience, but you need, depending on what your industry is.

31:31Najoh Tita-Reid:If you're in services, then you need the front line to be there because you don't actually deliver the experience. You might document it and you might show the growth levers, but you need people at the front desk. You need people who are in the hotel. You need people who are in the hospital. So you need a variety of people operationally to be able to create that experience. If you're in CPG and you're a marketer, it's great, but you are probably not the one in the store at the first moment of truth being able to give that real experience of where it matters the most. that they're driving choice, and you're not the one who's delivered the complete digital experience for someone to buy online.

32:06Najoh Tita-Reid:You need your C, you know, your CDO, your CIO, your, you need the technology team, you need the marketing team, you need the sales team. You need many different partners as a CGO to drive growth so that each one of the levers cannot just be pulled, but they can be synchronized into a system that gives you the output that you want. So being a brand and experience officer, which I was, was only just acknowledging that I think brand is now experience and quite friendly. The experience is the brand. And so having a role like that just acknowledges it. But in order to be successful, you need to have all of your colleagues working together with you to get the output that matters.

32:53That's interesting. So, I mean, we always have debates about titles, right? But so presumably that change in title gave you a level of permission then to engage the organization cross-functionally to create the change necessary. Whereas presumably if you were just chief marketing officer, people would go, get back in your box and just do the one P, please. Yes, yes. Was that the idea? It gave you the…

33:13Najoh Tita-Reid:I think it's the idea. I also think, you know, honestly, there's a lot of misinterpreted about probably about everybody's role, right? I know CMOs often have a misinterpretation of the CFO role and that healthy tension that exists. CMOs are calling them C-CF knows. And CFOs are really there to help have you have a sustainable business. They're not the enemy. They need to be a friend. But marketers often get, I think, pigeonholed as being advertisers. And marketers are not advertisers. Marketers are there to build long-term value. And one of the levers that we pull is advertising. Some marketers and advertising are the same thing.

33:55Najoh Tita-Reid:That's when you really are doing like one P. But if you are a true marketer, you've got a much bigger remit. If you're a growth officer, you've got an even bigger remit. And so I think it's just making sure always with people that you're working with or for, you're clear on what is your mandate and that you make sure that you're clear on what are the interdependencies that you need to be successful to get the output that the organization needs to drive growth. I mean, really what you're describing is a leadership role, isn't it? Yeah. At the end of the day. And I think this is the switch that when I speak to a lot of more junior marketers that want to step up to be CMO, the advice I give them is you need to focus on leadership.

34:35There's more C than M, right? It's much more about being a chief than it is about being a marketer. You might be a good marketer. That'll get you so far, but you need to be a good chief to get you further sort of thing.

34:44Najoh Tita-Reid:Absolutely. So what are the key kind of leadership skills that you might need to be successful? Well, first, I don't remember who said it, but I want to give that person credit. But the CMO in today's environment is the chief change management officer, right? So change management officer is very different than you thinking about yourself as leading one function. And a chief growth officer, honestly, is an orchestrator between marketing, technology, people, and of course, always sales because you can't drive demand, you know, without the function. And so I believe that the advice today, it's as a leader, you need to think about yourself more of an orchestrator than a one man band who can do that with your agency.

35:31Najoh Tita-Reid:You cannot drive growth alone in one silo. And it also reminds you that you're accountable for making the change happen. Do you know what I mean? Because once you think change only happens if I lead it, it's a completely different mindset shift, isn't it? Because it's so easy to go, well, of course we could have changed if only they had done their job or if only this has happened. Whereas if you're the change officer, it's not going to change unless you do it, isn't it? Absolutely. And you don't have a victim mentality. If only I had more money, I could drive the change, right? Which is something that we've all been in at some point in time.

36:03Najoh Tita-Reid:But if you think about yourself that you're a change officer, whether you've got one dollar, you've got a billion dollars, you've got to figure out how to create a possibility of changing that consumer behavior to get the output that your organization needs. That's your superpower. So figure out a way to drive that change. But I will, I do want to say, as much as I love the idea of being a change management officer, in 2026 and beyond, this is requiring transformation. And transformation is very different than change. Change is important and we do need to manage it. But I will say as you go from even maybe a CMO to the CGO, transformation is more what it's about.

36:45Najoh Tita-Reid:I didn't think about change anymore because the world was transforming. And to transform, it's very different. When you change, it happens to you and you have to react. And by the way, CMOs got to be able to do that and they're the best in the world doing that. But transformation requires you to actually transform. You cannot transform an organization before you transform yourself, before you change your limited beliefs and your bias. And in today's world, especially with AI, everyone needs to transform. You need to unlearn what you learned, relearn it, and then transform your organization to be able to do more with less, to be able to harness creativity and not lose it, and to be able to honestly drive growth as opposed to just productivity.

37:33Najoh Tita-Reid:So I would just challenge people to think about change and transformation. I love that definition. That's really, really helpful. The advantage of having done about 260 odd interviews is I can ask Google, like, what's the best question John usually asks? And you know what it came up with? It said, ask about failure. Apparently, I ask about failure more than anyone else who does a podcast. So there we go. So I thought I'd ask you about the failure. What's been the most challenging situation you found yourself in or the biggest failure you've had to bounce back from? Let's be clear. Everybody in these roles has failed multiple times because it makes us sharper and stronger.

38:10Najoh Tita-Reid:But I think one of the failures that I have had was I live in possibilities. That's what makes us good in our jobs as CMOs or CGOs. We can create possibility and we can bring people with us. But sometimes we underestimate the power of culture and what it is that you can change and what it is that you may not be able to. And so I think one of my failures has been living in such possibilities that I thought that I alone could change culture. that requires a significant underbelly movement to be able to do. And honestly, you can't really do it without the top of the organization wanting that culture to change.

39:08Najoh Tita-Reid:I think that I have learned that all cultures, and I probably mean all cultures, and once again, And I, you know, it's not like I'm an expert here, but cultures are self-sustaining systems, right? Your family culture, your community culture, you know, they are systems that are there to sustain and support themselves. So if you come in from outside of the culture, you're like an antibody coming into someone's, you know, someone's organs and you're going to be rejected, right? Because that culture is designed to sustain itself. And so if you are a disruptive leader, as many CMOs and CGOs are, you might have been hired into an organization to drive disruption and transformation.

39:51Najoh Tita-Reid:You've got to make sure that you know what the culture is that you're coming into and whether you're going to be accepted and embraced and that culture is going to help support the change you want to make or whether you could be an antibody that you are asking people to do things that make them highly uncomfortable and you could face organ rejection. You've got to understand where you play in that and what levers need to happen to create a culture that supports the change that you might be hired to do. Underestimating that is a critical failure and quite frankly can lead to a lot of people getting burnout.

40:27Najoh Tita-Reid:So I've learned how to better ask those questions and how to better ask for support because you can't do it alone. Do you know, it's funny, I was talking to a CMO that we both know, and she was saying that she originally sent out this brief to a recruiter to hire for a lot of new roles, right? And these are skill sets I need. And then she got the response, and she's like, yeah, it's not quite working for me. So she wrote, this is the culture we need to hire for. Completely changed the set of candidates that was presented. Yes. I just thought, how brilliant. That's brilliant. Because actually the culture matters more than the skill set, a lot more.

41:05As you say, the organ can get rejected quite quickly, can't it, if you don't understand the culture. And actually the culture creates the conditions for success. And you can learn the skills, but you can't operate in a culture if it's not set up for success.

41:20Najoh Tita-Reid:Exactly. And I wish more leaders asked other great leaders, what do we need to adjust in this culture so that you can do what you're being hired to do? That's a very different conversation. than many of the conversations that are happening right now. So it's, yeah. I mean, I was smiling when you were talking about possibilities because you've mentioned possibilities a few times. Yes. And I noticed this because now I guess doing the job I do, I travel all around the world. And one thing I love about the American culture is everyone is so damn optimistic about what's possible, right? Anything's possible.

41:51And you really feel it. Whereas in British culture, it's like we love to put things down and minimize things because like, oh, you know, you'd be called like bragging or showing off if you ever said, oh, I'm going to do this. And I love to kind of tear someone down. It's a weird thing, isn't it? Like we speak the same language, but like we have a completely different approach.

42:13Najoh Tita-Reid:Yeah. And I can't say one is better or worse. I mean, at once upon a time in my career, I was a general manager for UK and Ireland. And I can tell you right now that they probably viewed me as, you know, I told people that I view myself like a dream maker. I'm full of possibilities. And they probably were like, oh, my God, she's got her American pom poms. She's trying to pump us up. She's delusional. Right. And I thought that they were not ambitious enough at that point in time when I first took this job. It was a turnaround job of a business. But then I began to understand just some differences in culture, not right nor wrong.

42:49Najoh Tita-Reid:Americans are taught that anything is possible. Right. It's the American dream. If you work hard enough, you can achieve it. And it's not that classism doesn't exist. in America because it very much does. But we're taught that with your hard work, you know, you can overcome it. And I think just the history of the UK, which is very different, and even though things have evolved, as much as things have changed, they also haven't, there is a different acceptance of people's place in society, so much so that when I asked a number of people in the organization in the U.S. who wants my job, everyone raised their hand, including the interns.

43:25Najoh Tita-Reid:I mean, Like, you know, I can have your job tomorrow. When I asked the question to a British team, people were like, yeah, no. I mean, that doesn't mean they weren't ambitious. But some of them were very honest. I don't want to travel around the world. I don't want to work that many hours. I want to take my vacation. Who's the crazy one? The one who believes that everybody can have the job or the ones who understand that only a few are going to get it and they're going to be the best at what they do? I'm going to guess probably the Americans might be the ones that people view as delusional, but it's highly motivating to believe everything's possible.

43:58Najoh Tita-Reid:And so it's very hard for me to change that mindset. I do believe everything's possible, but I've gotten more practical because I live in London, which has helped me be an optimist, but also probably my feet are more grounded than I was before I moved there. So there's something to be gained from every culture. sure it's funny when you when you said who wants my job maybe because i'm british i was thinking if anyone put their hand up i'd fire them because they're a threat i'll be like right we'll move you out of the way that's such a cynical british yeah and i was taught and i just learned this i mean recently but i had always been taught and i i grew up in at procter and gamble right so i spent 19 years there and that's where i got a lot of my fundamental training but one of the things that I was always taught is you hire people who are better than yourself.

44:49Najoh Tita-Reid:So that became part of my ethos. Later in life, I recognized a lot of cultures do not hire people who are better than themselves. They hire people who sustain their position. And that is a very different mindset and mentality about security and sustainability as opposed to hiring somebody better than yourself so you can stay relevant and always be disruptive. And so these are insights in culture that you've just got to understand. And one's a self-sustaining system, and the other one is a self-sustaining system of innovation and disruption. These are just two systems that you have to understand.

45:26Najoh Tita-Reid:So it's so interesting to learn about cultures. I love your phrasing about understand the system because the self-sustaining system is so powerful. You can't beat the system. And that's why you've got to ask the cultural questions and do that first. I'm fascinated because obviously you've just stepped off of kind of big corporate life and excited to see what happens next. But what do you reflect on now that you've got that fresh perspective? And by the way, I love your learnings. Is learning safari just as? Yes, yes. What a beautiful thing, by the way, to have that kind of freedom. And yeah, what have you learned?

46:03Najoh Tita-Reid:I think the metaphor probably came because I am American and I'm also African. And the idea of a learning safari meant for me that I was going to be able to take a minute and I wasn't leaving my position because I didn't like what I did. I love being a chief growth officer. I just feel like at this inflection point in time that I could either do that role inside of a company or I can do that role outside of a company. And for me, I really want to be someone who's going to write the history books. And I believe we're at the biggest inflection point in my lifetime. And because of where I sit, I could see that.

46:49Najoh Tita-Reid:And so I said, there's a bullet train passing me by called AI. I started doing training between like four o 'clock in the morning and seven o 'clock in the morning and getting AI trainers that were in different places around the world because I wanted to know the whole ecosystem of AI, not just my company's ecosystem, which, by the way, they need to have certain tools that are approved to be responsible. So this is not a bad thing. I just wanted to learn a much bigger breadth and suite of tools. And so the learning safari was what if I could do what I'm doing between 4 and 7 a.m. like for a month or two or even a year?

47:24Najoh Tita-Reid:What if I could fully immerse myself in this bullet train called AI and make sure that what's happening and the people who are writing this book are not writing a book that's a race to the bottom in productivity? Who out there has been a chief growth officer that's in this conversation and writing this book? And I felt like, no, everybody who's a chief growth officer is in the job of a company because these are amazing jobs and you could lead amazing transformation. but someone had to step out and I looked in the mirror and I said I think it after 35 years of working I believe at this point in time it needs to be me and so I went to to write the future and the learning safari has been the things I've seen and experienced and only a month has been amazing I can't even imagine what next month I'm going to learn I love your little phrase it needs to be me as well at this point in time we don't ask that question enough do we I remember um Nils Leonard who been on the show two or three times, he asked a great question when before we started recording, he just said to me, what do you want to happen next as a result of this conversation?

48:31I'm like, what a stupidly simple question. I don't say because because we're so busy doing the do, you know, doing what we're being told to do, doing what the job descriptions tells us to do.

48:40Najoh Tita-Reid:Yes. You know, I'd never sit there and go, well, what do I want to happen next? So I love the fact you're taking the time out. Yes. To do that. And I mean, the holidays help. You have a moment of reflection. But I honestly, these jobs are, especially right now, so unbelievably busy. I mean, I had the privilege of last week. I was I was that possible. I had a wonderful privilege with a woman named Nadine. She runs Virtual Solip, which is around leadership, right? Just more of a leadership type of of academy where the marketing academy, which I also love is definitely about marketing and how do you lead as a marketer.

49:21Najoh Tita-Reid:So it's a little different between marketing skills and leadership skills, but both are amazing. Sherilyn and Nadine, anyone listening, these are two women that are changing the history of our function. But Impossible, sitting with the top 50 CMOs and CGOs out there, I could just feel that all of us are so busy. People don't have time to go to the restaurant. People don't have time to drink water. The pace of AI has only accelerated what is expected to be done in one day. And so I've heard some real AI experts who are working for the actual company say that AI is meant to increase the pace so that you could do these marginal things faster so you could go take a walk and go hang out with your kids.

50:11Najoh Tita-Reid:But the reality is, it's just making the pace of everything faster, just like digital did for those of us, you know, in the 90s. And so I really feel like stepping out of it for a minute and saying, what is it that I want to happen in this industry? And what a gift if I can give myself space enough to make the impact that I really want to have, because I'm on the hamster wheel. And if I could step out and represent the top CGOs and CMOs in the world who absolutely are making change and disrupting inside their companies, if I could be a voice outside to represent them, then we at least can make sure that the change that AI is bringing is a change that we want to see and not one that negatively impacts us.

50:59Najoh Tita-Reid:So I'm not doing this for money. I'm not doing this for power. I'm doing it because I feel like I have a responsibility to my industry to be able to give back to an industry that's given so much to me at this point in time. So that's what the Learning Safari is about. Well, I wish you every success in that endeavor. It's a very, very worthwhile thing. Well, maybe to wrap up, because I've been asking this to a lot of people recently, because it seems to elicit a really interesting response is, What's the one bit of advice, best bit of advice you've ever been given? I think it's like a little bit of a combination.

51:34Najoh Tita-Reid:It definitely the way that I grew up, it's the old adage of who much is given, much is expected. But with that comes this feeling that you are expected to do something great if you have been blessed. The challenge is that it has to be paired with what would you do if you weren't afraid to fail. And for me, this is what's caused the inflection in my life. I have always felt a huge responsibility to give back to so many people that have mentored me, trained me, my amazing personal board of directors. They have pushed me to always be better and good was never good enough. But after 35 years, I'm sitting there an amazing job thinking, what would I do if I couldn't fail?

52:25Najoh Tita-Reid:Would I just try to be safe and watch the industry change? Or would I jump and work to help write the future? and I decided at least at this moment I had to try. And so that's what I'm doing. I started like naijo.ai. It is nothing if you go there. It's just so that I could be on a learning safari and help bring people with me and learn from people and give back what I'm learning. So that's all that that is. It's just a place for me to be able to capture these lessons. But we all have to learn together and we all need to shape history. It's to whom much is given, much is expected. And for all of us, I believe we need to take that seriously, no matter if we're playing inside of organization or outside of it.

53:10Najoh Tita-Reid:Let's make this moment matter. There's a really interesting connection between those two, which I learned the other day. Tell me. That apparently where gratitude exists, fear cannot. I resonate with that. Your gratitude in the first facilitates your removal of fear in the second. Absolutely. I think it's the responsibility that comes with gratitude, right? So I'm so grateful for all the people that invested in me and having the roles that I've had and being able to make an impact that I can't feel fear. It's a responsibility to be able to give back what has been given. So I think that's an amazing philosophy.

53:53Najoh Tita-Reid:Yeah, I've never heard that. It's apparently from a neuroscience point of view, if you experience gratitude, fear can't coexist with that emotion. Apparently, I heard that. I thought, wow, I've never heard that before. But it does make sense now I've heard that because I thought, yeah, when you're feeling gratitude for everything you've been given, the position you're in, you don't feel fear. Whereas when you feel fear, you're more likely to not feel grateful for what's happening. It's weird, isn't it? There's two things that can't coexist. The only thing that I have to add to that is I do believe it requires courage.

54:28Najoh Tita-Reid:Because the reality is you can be very grateful and very comfortable. Yes. And if we're honest about our community of CMOs and CGOs, people are doing quite well. Yeah. And a lot of people are quite comfortable. So it takes courage to let go of that comfort. Or even for some people who are more power driven, that sense of power. So I would add gratitude plus courage can overcome fear. And so that's another thing I would add. But so interesting. Love it. I love it, yeah. Nige, thank you so much. Love this conversation. It's been so energizing and exciting. And I'm watching with massive interest on what you do.

55:12And thank you for, you know, jumping in to this. You know what I mean? Because it's the industrial revolution, isn't it? It is. We're living through it and it requires people like you to step into it and go, what do we want to happen right now rather than let it happen to us?

55:30Najoh Tita-Reid:Yeah, I'm grateful for this podcast and giving CMOs and CGOs a place to be more uncensored. And the only challenge that I would give to our people, right, our community is some of the challenges that we are saying are challenges for AI are not AI challenges. They're leadership challenges. And so, you know, none of us are going to be a real master of AI. Let's be clear, it's changing every day. So there's no need to make that your ambition. But I do think that understanding AI and using your leadership to create the future that you want, that's a responsibility that we need to be able to take. And so that's what I would just challenge everybody is how do you become the leader that you need to be in the face of AI so that we can, you know, we can drive growth and we can change the world together because, you know, it's possible.

56:22Najoh Tita-Reid:Be the change you want to see. Absolutely. Thank you so much, John. Thank you. Perfect place. Thank you very much, Nigel. Good to see you. So I hope you enjoyed that episode of Uncensored CMO as much as I enjoyed making it. Now, by the way, I've got a new newsletter. So if you'd like to get my thoughts on the one thing that I take out from each episode every week, then do subscribe to the One Thing newsletter. I'd really appreciate it. Also, I have another podcast. Just launched Uncensored Renegades with the fabulous Cori Marchesotto. She is one of the world's best CMOs. She's an absolute rock star.

56:55Every week we pick one topic, spend 20 minutes trying to fix it. So check out that. It's in your feed, Uncensored Renegades. And finally, I want to give a huge thank you to my sponsor, System One. They generously provide so much support for this podcast. It would not happen without them. So big thanks and lots of love to System One. I'll see you next time.