One of the things that I've noticed that you talk a lot about is kind of this convergence of brand and demand, and I'm just curious how you see those two things coming together and how you see it impacting B2B marketing.

I almost feel like brand is demand now.

I d- I don't think we can afford to continue thinking of these two things as completely separate because we all know AI has taken over, right? I mean, I don't need to rehash what has happened.

We're all feeling it, seeing it, experiencing it, and as part of that, it's made it incredibly easy to put on blast your audience with more content, more emails, more cold outreach, more blogs, you name it.

There's just more and more and more, and that is where the whole concept of AI slop comes from, people, people prioritizing quantity over quality.

There is a very old concept in advertising called banner blindness, where when we are presented with more-- And it originated with billboards.

You walk through Times Square, and you're, like, bombarded on all sides by billboards and signage and messaging, and what happens is you just, like, tune it out.

Talk a bit about that.

Right.

A membership model is about becoming a part of something that's bigger than yourself, and in membership, you don't need to regularly get value, because you are a, you are attaching your identity, your sense of self to the, the, the identity of the community.

So those are some important differences, and that goes back to this notion of relationships and communication.

It's a part of we all share this identity.

We're all part of this thing that's a bigger than, bigger than ourselves, and bigger than us collectively.

Right.

So at Sequel, what we're doing is we are building what we call a Gamechangers community, and it, it has a couple of components.

We have two different, uh, live content series.

How do you think about the breakdown as a CMO?

It's a really good question.

Um, I think it actually comes back to the classic concept of jobs to be done, and it starts with really breaking down, like, what is our workflow? What is everybody doing day to day, all day long, and how are they spending their time? And I think you have to begin by dissecting that and understanding which elements of that workflow are very process-driven And repetitive.

And, you know, there's, there's a prioritization matrix, right? 'Cause you could AI just about anything, but especially with limited resources, you have to start by thinking like, "Where are the greatest points of leverage?" And so if you look at it from a jobs-to-be-done standpoint, and you can identify things that are highly repetitive, process-driven, take a lot of time, but have a big impact, those are just such low-hanging fruits, obvious candidates for AI to be used to substitute for human time.

So I would say you start there.

Like, that's where I would just give it to AI, let it solve it, build an agent, and have it run.

Then you can do that internally or you can hire, you know, a rev ops person, a go-to-market engineer, whatever you wanna call that role.

I'm kind of getting a sense of your perspective on the world." What things carry over, in your opinion, from what you've learned in, in your business application of these tools?