And it just, there's a complete disconnect

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And others just, okay, like, well, sales is busy on this and this. So products often, you know, Prague or whatever, how do we get everybody together so that we can like have this meeting around this, but like being able to pull everybody together and say, Hey, here's the, the observations here's, here's the test we run. Here's why we ran it. Here's the observations that we had. And then you workshop around what the next iteration of that is. And that's not just, you know, we always talk a lot mobile phone number database about sales and marketing alignment, but you know, engineering alignment is huge as well is understanding the product roadmap and where that is going. Being able to give feedback to the product team, making sure that your marketing plans and go to market strategy is aligned with the product roadmap. I have worked at companies where coming in the product roadmap is one thing, the go to market strategy as a whole other thing.




between the two. So taking that information in that kind of observe and report section and making a conscientious effort as not only a leader, but even just as the functional independent contributor to bring other people together and make sure that we're proactively, I have a huge, I guess, pet peeve around silos and black boxes is always be advocating for yourself and your work and what you're doing, even if it's like the thing with hair on it that maybe didn't turn out how you expected it to like tell people about it is, Hey, we did this thing and it didn't work out. And this is why we think why, and this is what we're gonna do differently because like, we all take that information and it's like the rising tide floats all boats, like we're all in this together. And mm-hmm, <affirmative>, you know, that's one of the things I love about startups is it makes it so much easier to do that.

NICK: Yeah, no, I, I also, I, I work directly with a lot of startups. I've, I've been in startups and that's one of my favorite things as well. And as a marketer, you know, the, what we learn is often so counterintuitive and, and I love that about marketing because it's, it's, you're constantly testing yourself against the real world response and then if you're, if you're, I think a marketing leader and a good team member, you contribute that knowledge within the organization. And you know, other basically cross-functional departments can, can benefit from

JANA: It. Yeah. I would say one of our, our big unspoken responsibilities as marketers is kind of as internal communications. We not only have to do that within marketing, but we also have the responsibility to help other teams do that for themselves. And that includes like customer success and support and helping like, you know, customer stories or feedback. Like we've got a, a wonderful product sales customer success feedback, slack channel, that's just those day to day conversations that everybody can share. And making sure people get visibility into that, you know, maybe not everybody checks that all the time and, and making sure we, we call intention to that and that internal communications, I feel like it's one of those jobs that marketers don't get enough credit for, but is definitely in our, our realm of responsibility.