[00:00:36] Tracy Young: welcome to Path to Growth, I am Tracy Young, co-founder and CEO of TigerEye. Today we are joined by Mallory Lee, vice President of Revenue Operations at Phone Burner. Welcome, Mallory.

[00:00:47] Mallory Lee: Hi. Thanks for having me.

[00:00:49] Tracy Young: So to start, tell us about growing up.

[00:00:51] Where were you raised? Tell me about your parents. What did you learn from them?

[00:00:56] Yeah, I was raised in the Midwest, so I live in Indiana and I've lived here the majority of my life. And I think you hear about Midwest values a cliche out there, but I'm a big believer in just being kind and getting along with people.

[00:01:16] And we live out in the suburbs raising our family. We've got three boys. I think I learned a lot about hard work and I just remember one time my dad telling me that I needed to marry either a doctor or marry a businessman, and that cracked me up and ended up coming true. But I've always been a daddy's girl.

[00:01:38] So that was a little bit about the past.

[00:01:43] What was the thinking behind there meant he would be able to take care of his baby girl? I guess so. I don't know.

[00:01:50] Mallory Lee: I think he just knew me better than I knew myself. And I've always been like very type a firstborn daughter type persona. And so I think I, I needed to find someone that was similar to myself and I think he knew that.

[00:02:08] Tracy Young: So talk to us about the RevTech review. How did it start and how's it going?

[00:02:13] Mallory Lee: It is good. It's going fine. The way that this got started was that I continued to see a lot of chatter online, especially on LinkedIn from founders and CEOs that were almost like arguing with each other in public about who had better data, who had a better platform, and.

[00:02:33] They were suggesting some of these head-to-head battles and tests to figure out who was better. And I thought, it's not really great for the founders to be the ones doing this analysis. They would put out an analysis that said, we have better data than and it's just. Very biased coming from that particular company.

[00:02:56] And so I thought we really need a place to do this kind of review work that is not afraid to share an opinion, not afraid to pick a winner, if you will but is truly unbiased. You don't work at these places. You don't get paid by these places. You're not a customer that's getting paid to do a review.

[00:03:16] And so that's how the Rev Tech review came to be. And I was just chatting with my friend Molly about it. I said, I think we need something like this. And she said, for sure we do. And so we just started with the writing part. It's been slow and steady. We just do one or two reviews a week, and we're building up that content repository of tools that we'd like and what we wish they would put on their roadmap or who it's a good fit for.

[00:03:43] And then I think over time we may get into some of those, industry side byside to give people just like our true opinion on which one's best.

[00:03:54] Tracy Young: I love that the consumer reports and Wirecutter would never review the type of technologies that you guys review. And for the listeners hearing about Rev Tech review for the first time, quote unquote, it's no bullshit revenue technology reviews by experts, free and unbiased.

[00:04:13] So you recently joined Phone Burner as VP of Rev Ops. What excited you about the role in the company? Tell us more about Phone Burner.

[00:04:22] Mallory Lee: Yeah, so this is going to be the first time in a long time where I'm working at a company that is profitable. And it sounds funny to say that out loud, but I've been in a lot of these VC backed fast growing businesses that.

[00:04:40] They were maybe growing fast or they hit a stall, but either way, they weren't making money. And we went through all of the sort of Zer era heartache of how crazy those businesses were. And a lot of cash got spent and then a lot of people lost jobs and it was just crazy. And you have some maybe interesting VC personalities on the board, and that was a tough period of getting through all that wild situation.

[00:05:10] So with phone burner, it's interesting, they've been bootstrapped, they're profitable. I love that about it. And I thought, this feels like I'm growing up and working at like a real business that makes money. And I thought that was funny. But I was drawn to the team because they are. So smart and so kind.

[00:05:29] They've got like their culture is kind and direct. That's what they like to say. And that really resonated with me because I am a direct person, but I am also a kind person. So I thought that was great. And they have a sales dialing technology I can integrate with your CRM or be used as a power dialer.

[00:05:50] And they've got some really interesting new features coming out in the market and they're positioned to. To do really well to help people's calls just get through. Sometimes those power dialers you get marked as spam. Your call doesn't actually go through, or you accidentally call the same person five times in a row and you don't realize it.

[00:06:09] So they're in a really good leadership position. So I thought that just seemed like perfect for

[00:06:16] Tracy Young: Yeah. And it sounds like the core values here just really resonated with you, which is important. You made the leap from marketing over to rev ops. Tell us about that progression and what did you learn by working in both roles?

[00:06:32] Mallory Lee: Yeah. I think that having a marketing background has been really helpful for all things revenue operations. Partially because sales and marketing alignment has always been a priority for marketing operations for the last, more than 10 years, I think that's been like a popular topic of conversation.

[00:06:53] And so I knew how to be cross-functional. I knew how to get creative and knew how to tell the story of how marketing was supporting sales to collaborate with them and get buy-in. And I think that requires a different level of creativity to do a good job measuring marketing performance.

[00:07:13] Whereas a lot of times the sales performance is much more straightforward. So I think it allows people to bring in this leftish brain thinking side of measurement, understanding things, process. And then marketers also have that little bit of the right side of the brain where they've got that creativity.

[00:07:33] So I think those things go together well. And when I first started helping out Terminus, it was a consulting engagement. They were looking for some help to clarify their sales pipeline, and I said I haven't worked in sales before, but I know how to report on a pipeline and I can figure the rest out.

[00:07:52] So I. Let's give it a try. And that was the first time that I got into that rev ops world and went ahead and joined full time after a little while. And the rest is history. So I would say it was like a few months later that I took over the Rev ops group there and I had a lot to learn about territories and comp plans and all things financial, but it's been really cool to grow into that.

[00:08:17] Tracy Young: Yeah, and one feeds into the other. When we talk about opportunity conversion at the front end of it, it is all campaigns and reads and all the hard work that marketing does. So it's a, it's actually a very natural transition, in my opinion. From marketing to revenue operations, you've researched many tools and products.

[00:08:37] What's a constant that you've observed in rev ops that teams should know about?

[00:08:42] Mallory Lee: I think there's a constant in the need for tools to solve a pain point. And I think the more that we can identify what that is and really embrace it and really go deep on that, the more value that customers will have. And sometimes it's easy to add a bunch of AI features or add a bunch of features that help you compete with the next guy.

[00:09:10] And pretty soon you see a little bit of dilution to that main. Sort of pain point or value prop that you started with. And so I think being just really present with customers, really making sure you understand what their pains are and how to like truly, deeply solve those is the best way to add value and be recognized for the value that you're bringing to the organization.

[00:09:34] And a lot of the sales technology, especially it's become this arm race of we do this feature and we do this feature and you can. Cancel this tool and just use our tool. 'cause we do all the same features that they do. And sometimes that's just very confusing for customers. I think ultimately a lot of people buying revenue technology are just confused about who does what, who specializes in what, and what's the purpose of using all of these platforms and getting them to talk to each other.

[00:10:08] Tracy Young: Usually in rev ops and the projects that Rev ops takes on, there's usually an executive sponsor and there's this priority of tools that get deployed and the architecture and infrastructure gets put in place. But always it's the pain point that is crucially important, whereas why are we, why are we deploying software and tools?

[00:10:31] Mallory Lee: It's a great question and I think sometimes people get very infatuated with the idea that they can help something that maybe help serve an underserved team or help with efficiency or help save time. And often that's not a strong enough value prop for especially rev ops to take something on because we're used to being overloaded.

[00:10:56] We're used to being inundated. It's not a strong enough argument to get us to spend money to say, Hey, we're gonna save you time. There has to be more to that, and the pain point has to be surfaced of, all right, Mrs. Rev Ops, I'm gonna help you solve your CROs X, Y, Z problem. I'm gonna help you solve your CEO's a, B, C problem.

[00:11:18] Because rev ops people especially, they've gotta internalize those larger. Pain points in the business as their own. And it's a little bit of that sort of servant leadership role where you are putting other people first. And so I think that's important to just tie it all the way back to the revenue gaps or the revenue leak or the visibility that people are really looking for in their businesses.

[00:11:42] Tracy Young: What do other teams within go to market get wrong about revenue operations? What do they not understand? Or if you can wave a magic wand and you'd like, Hey, marketing, sales, I. Management and sales reps, even finance. You have to understand this about revenue operations.

[00:12:00] Mallory Lee: I think I could answer that a couple ways.

[00:12:02] I also have something I wish that they would understand about themselves. Maybe I'll start with that one. Yeah let's share that. Okay. So I have often done these cross-functional meetings called a pipeline council, where we get sales and marketing and CS all together. Talk about demand gen, talk about the pipeline, what's working and what's not.

[00:12:23] And what I wish people would understand is that if you can't slow down and figure out how to do things the same way, then you really don't know what's working. And it's impossible to measure. And I can put in as many new sales processes as you want, but if we're not even sure if people follow it. We can't actually measure if we're improving and why we're improving.

[00:12:50] Also, companies love to make, I don't know, eight changes at once. It's just who we are. We just are built with this hardwired thing to introduce a lot of change altogether 'cause we think it's gonna be easier for people to adopt and swallow. When you do that, it's impossible to know which change helped.

[00:13:12] So I wish people would have the ability to slow down just a tiny bit and try to test one thing at a time. Get a uniform process, test one thing, see if it works, go back and test another thing. And it doesn't even have to be a long test. It could be a couple of weeks, but if we isolate the variables and use that sort of almost scientific process to try to understand what's working and what's not. I think we would have a lot more clarity in making decisions, because what normally happens is you come together and you say we got 10% more leads, and it could be because we spent more money. It could be because we redefined our MQL definition.

[00:13:55] It could be because we hired another salesperson who's great and everything happens at once and there's no clarity. I just want people to have that clarity, and I think it's important for them to understand what that takes, because it's not easy to do. And that's something that I like to preach to people.

[00:14:12] It's okay, let's take a breath. Let's see what's working. Let's make sure we're on the same page.

[00:14:16] Tracy Young: And as you're speaking I'm getting, almost PTSD. Thinking about my old work, I got the privilege of getting acquired into a public company. And at that time they were forming a new business unit and they had acquired four, basically four startups and jammed it into one.

[00:14:33] And so for the first year, you can imagine there's four sales team selling to the same industry. And so just to make sure that we weren't stepping on each other's toes. We double bubbled. We double just just sell, cross sell each other's products and we're just gonna double comp everyone. And you can make a lot of money this year as a sales rep.

[00:14:53] And two quarters go by, and this is at that point, I don't know, this is public, so it's 200, almost $300 million business. And the first two quarters, we had only cross sold like $10,000 something in the five figures. And she was like, how could this be? I was talking to all the reps and it's just really hard to change muscle memory.

[00:15:18] And this is the challenge with trying to deploy eight new initiatives at once. That affects how people work day to day because people are always gonna lean back to what they're used to, what worked before, how they worked before, how they sold before. And if there is a processing, there just needs to be a lot of.

[00:15:38] Training and strategic intention on getting people to do this new thing because Absolutely. Because our instincts is to not do this new thing. Our instincts is to do what worked last time in the years before, and I totally understand when you talk about the importance of making sure everyone's following the same processes so that you can actually compare apples to apples.

[00:16:05] I think that's a really good point to point out. I feel like Rev ops is always in the middle of it. Same with marketing operations as well. Yeah. Fiercely. What are some ways marketing and sales can work more effectively together?

[00:16:21] Mallory Lee: I think the teams that have the hardest time working together probably have limited resources, and they're probably trying to figure out how to allocate resources and they're spending a lot of time keeping score, and I think that is.

[00:16:37] A super difficult process because people don't buy in a black and white way. We've seen the data that it takes 8 million touches to get an opportunity and then 27 million more to close it. And it's just such a long journey. And it's the buyer who is in charge of that journey, not us, because everything's so widely available to them.

[00:17:02] And so when I think about attribution. Measuring return on investment and trying to decide how to deploy dollars. I think sales and marketing get on different pages when they're competing for credit on who brought in the customer, who did the best job, who should get this budget, or this team size gets to grow and comp plans can be inadvertently designed to make that worse.

[00:17:34] I think that when comp plans are not necessarily incentivizing the right stuff that can pretty quickly pit people against each other. And I experienced that a lot way back in the day at ExactTarget actually. Some of our marketers were paid on opportunities with lead sources that match their function, and so I spent half of my day as a marketing operations analyst.

[00:18:02] Trying to give people credit so they could get their bonus, and it totally distracted us from the work that really needed to be done. And so I've always taken that as a lesson like, like you mentioned, when you have these mergers, you tend to just double comp because you wanna eliminate. The need for people to bicker with each other, and you just want them to work on the stuff that's important.

[00:18:26] So I view it the same way for sales and marketing attribution. My goal is to always get the complete picture of how we found them, but then what happened in between did we have an executive involved in the deal to help get it done? I wanna try to see as much of that story as I can. And not necessarily give credit to one thing or the other, but more so try to figure out what's the best order for us to do this, these things in.

[00:18:55] Do webinars work better before the opportunity gets created or after the opportunity gets created? It doesn't mean we're gonna do less webinars, we just wanna orchestrate when they help the buying process the most. And so I try to think about marketing attribution that way to avoid some of the headaches of sales versus marketing.

[00:19:14] Tracy Young: What about you talk about setting the right comp plans because they really drive all behavior. What do you like seeing with marketing? Sales, obviously, there's always a number and there's some variable component. What about marketing to be completely aligned with the sales quotes?

[00:19:31] Mallory Lee: Most of the time I think it should be completely aligned.

[00:19:34] I think if you're sharing a revenue number, that's really important and I think that the revenue number. Should ultimately be the guiding sort of North Star. But I am also still a fan of making sure that marketing goals are up the funnel as well, because you need to keep certain metrics on pace to have the ability to get it all the way through the funnel.

[00:20:02] And so what is a pet peeve of mine? Is when marketers will say I'm compensated on revenue and nothing else. And that's that's all I care about. But revenue doesn't just come outta thin air. There's still a demand process that takes place to get that revenue. So we can't stop thinking about lead flow and opportunity conversion.

[00:20:29] We can make sure that's not the thing that. Determines our paycheck, but we still have to have goals for that. We still have to know how we're performing and where to optimize to get a more efficient funnel. So I think marketers who have maybe a bonus or something that's just based on hitting a lead number, I.

[00:20:47] That's probably not the way to go. But also marketers who are only focused on this output of revenue are probably missing the opportunity to analyze what is getting the revenue created. So I think it's gotta be a balance of both. But I do like it when sales and marketing have that same overarching revenue number that they're chasing, and you've got those leaders owning that together.

[00:21:12] Tracy Young: You've shared openly that you're a working mom with your own business. What strategies have helped you stay present with your three boys in both professional and personal time? How do you make it work? 'cause obviously being mom and being VP of Rev ops at a grown startup is really hard.

[00:21:32] Mallory Lee: It is hard. And I don't think I have it figured out.

[00:21:35] I think it's really difficult some days and a little bit easier other days. One thing that has always been really important to me is to work in a business where my employer can support my situation. And not in a begrudging way, but in a happy way. Wow, you've got three kids we like kids.

[00:21:59] Bring 'em on the camera. And I think that's really important and you can get a feel for. Hopefully you can get a feel during the interview process if people are going to embrace a little bit of that or if they're not, and some days somebody is sick and they're home and you just make it work and you just multitask.

[00:22:20] And I do attempt to decrease my multitasking where I can I really enjoy getting up early on Saturday when I can do it and doing a little bit of work before breakfast starts and before the day starts and trying to get ahead of things. But once you know it's breakfast time and the kids are all up and it's the weekend, I try to keep everything shut and really take advantage of those weekends because they're so precious and there's a lot of laundry, and that takes a lot of time too.

[00:22:52] It's just. Back and forth and trying to fit it all in and having a really good partner at home Sure helps a lot.

[00:23:02] Tracy Young: That is true. I think that is the best advice we could give. Any, anyone who's thinking about starting a family is just to choose the right partner. Especially in today's time.

[00:23:12] If it's really helpful when. There is a feminist dad who is going to take on 50% of the childcare and household duties. I've got that too. So that's the only way I make it work. And my parents also live with me. So that's like grandparents for the win.

[00:23:29] Mallory Lee: Oh, absolutely.

[00:23:30] That's a dream. I like it.

[00:23:31] Tracy Young: Yeah. The other thing we do is we have a really strict schedule. I've got three kids too. And the three kids sleep in the same room, so it's seven 30. Your teeth are brushed, you're all going to bed. I don't care if you're not tired, you're just gonna go to bed and you're just be quiet.

[00:23:49] You're gonna fall as you can 30 minutes. And what's really nice about that is after eight o'clock, it's our time. We can use it to catch up with work. We can use it to talk about work. We can use it to do whatever we want. And it's just so nice to have. Undivided attention on whatever we wanna catch up on versus, I don't know, trying to take care of a cranky kid.

[00:24:12] Yeah. And they wake up the same time, lunches at the same time, breakfast at the same time. Bath time's the same time. And I feel like my kids really thrive from that. They just know. They're like, wait, it's six o'clock, it's dinner time. We need to clean up and go eat dinner. Yeah. So that's been helpful for us.

[00:24:30] Mallory Lee: That's a great point. I think that when. The sports and activities started to really ramp up. That was a whole new experience for us, was like having to be somewhere three or four nights a week and they don't all play the same sports and it's just all over the map. So that makes it harder to keep the schedule, but.

[00:24:53] We do have this shared family Google calendar, and we have to live and die by what is on there because it's very easy to forget something or accidentally be 10 minutes late to something because they have karate and it starts at six 50 instead of six 30 or seven. It's oh my gosh.

[00:25:13] Like to the minute we're living and dying by the Google calendar.

[00:25:19] Tracy Young: What's your other advice for working moms? Thinking about climbing the ladder and being good parents and get everything else in life.

[00:25:29] Mallory Lee: I have one other tip and then I'd love to get, I have a question for you actually. So recently over the summer I got to be part of a cool campaign where they picked some leaders and put their pictures on the Nasdaq board in Times Square and.

[00:25:45] It was it was done by Adio. It was just random and they just asked me to be part of it, and I said, sure. And at first I didn't believe it was real. They're like, oh, we're gonna get a billboard. And I was like, okay, sure. But it did end up happening. And so what we did is we took a trip and we took the kids to see it, and they loved that.

[00:26:05] And so I tried to really embrace being. Proud of Hey, let's go see mommy's work and look at that. My face looks huge in Times Square and that's because mommy works hard, amazing, and I think that it helped connect a few dots for them. And they thought that was cool.

[00:26:30] Not being shy about being proud of yourself and showing them that. Working hard can make you feel good and helps you have the luxuries that you want or whatever we try to instill that hard work early with them. So that would be one tip is to not hide from it, but rather probably embrace it a little.

[00:26:54] And then my other tip is a question for you. I've been hearing a little more about the differences between men and women. And even if you have an awesome partner who is strong dad, very present, let's say a kid is sick and he needs to work from home and he's totally willing to do that.

[00:27:18] What I've heard is that when it's happening to us ladies, the moms we're like, oh, so and so is sick. I need to work from home. I'll be offline from. 1130 to 12 to do lunch. And I'll be around, I'll be doing these things and we share just all about it. And then the alternative is that dad, he's yo, I'm working from home today.

[00:27:43] I'll be available. And that's, it says no more. And I think that I notice myself doing that. I tend to really share a lot about what is happening. And I've actually received advice that is a little bit along the lines of you don't have to share all of that. You can just say, I'm working from home.

[00:28:04] And because guys don't share all of it, it's perceived as like less of an impact to their life. And so I'm curious if you've seen that, because I haven't decided how I feel about this advice. I'm normally pretty open, but maybe, I don't know. Maybe there's something to it.

[00:28:22] Tracy Young: It's so funny, we're heading into flu season right now, so all the young kids as all the parents know, are just getting sick and then bringing home all their germs.

[00:28:31] It, I think it really depends on the company culture. We try to lead by example. If our kids are sick and we're just like not online, it's look, two kids, one or two fever, we're out. We'll be back when they're, they go to sleep, but just don't expect us. I think it is really hard to split your attention that way.

[00:28:51] And we would prefer that instead of being disappointed in each other 'cause we're not being responsive or we're not working fast enough or whatever it might be, that at least we have an understanding that hey, there's like serious, there's a really sick kid at home that we're just trying to make sure it doesn't end up in the hospital.

[00:29:09] So I lean towards, and maybe it's because I'm a woman, I do lean towards just oversharing. And I think what we've seen is that the team is just very upfront about what's happening in their lives because it's not just sick kids. It's sick. It's sick parents, right? Yeah. It's, we're all dealing with aging and sickness and that happens.

[00:29:28] And and maybe that has given a good example for our male colleagues to also share. It's very embedded in our culture. We are very supportive of parents since the founders are our new parents. We're remote. We have a flexible work schedule, so there's six hours of overlap and everyone's like everywhere in the world, six hours of overlap. And then the other two or three hours, like for me it might be eight o'clock, then I'm still looking catching up with emails at night. And for other people it might be 1:00 AM in the morning when they're programming. 'cause it's just when they're more awake. And then for others it might be like 6:00 AM just because whatever they get up early.

[00:30:10] When you are most energetic and when you have dedicated time to think about work, and so go figure out your schedule. But these six hours we're here for each other. But I agree, I think, I do think women are really good at sharing and I think something logical men are less or maybe it's culture also. Yeah, but I think you should share, I think it's I would feel really, if we were working together, I would feel really bad for you if all three of your kids were sick and you had to go take care of them. It's oh man, that sucks.

[00:30:46] Mallory Lee: Yes, likewise. You wanna have that sympathy for people.

[00:30:51] Tracy Young: Yeah. It's especially in November and December and January when it just sucks. Everyone is sick. Building their immune system. Okay. Let's switch gears a bit. Trust in leaders can be made or broken when things get tough. How do you deal with a crisis?

[00:31:11] Mallory Lee: I think for sure you need to stay calm, and that can be easier said than done.

[00:31:19] I'm lucky that I have always been like hard to rattle. I'm a calm person and I get comments about that all the time. You never worried about stuff, and I might be a little more worried than I let on sometimes, but I do think people need a leader who is not going to freak out.

[00:31:37] A lot of people learn to not freak out because they've started to see a lot. It's oh, I saw this at my last company. This is a crisis, but we will figure it out. And so you have to give people that confidence that. They know how to solve problems. They know how to make a difference and get things done, and keep a cool sort of head.

[00:31:59] And then I think just a lot of communication, a lot of over communication, especially if you have a crisis that impacts your customers in some way and they're looking for updates. Even internally, lack of updates is probably one of the worst problems during tough times. So being. Free and open with the progress, I think is important

[00:32:24] Tracy Young: And really communicative about what's happening.

[00:32:26] So people aren't worried maybe they are worried, but at least you're bringing them along in the journey. Absolutely. Tell us about one person who's helped you become the leader you are

[00:32:37] Mallory Lee: today. I'm sure I was supposed to think about this ahead of time. I think one person that has really helped me.

[00:32:47] Over the years and across like multiple jobs and multiple roles is my friend Tim and he was the CMO at ExactTarget. So he was my first boss's boss and he was part of the interview process and he's gained a really great following, well-known for being a master at Brand and Demand. And then he was the CEO at Terminus and.

[00:33:13] He's been a mentor for me, but he's also been an advocate for me. And I think those can be two different things and often they are different things he's always been one to pull me in and rely on me for, and help but then be a teacher at the same time. And I think that has opened so many unique doors for me over the years and my last.

[00:33:40] Two full-time roles that I've gotten myself into. Were not coming from his connections or his world. I just remembered thinking this is strange that I am finally now doing all of this without him. And I was a little bit sad about it and then a little bit proud of it. And I don't really quote unquote need him to be my advocate anymore after all these years, but I know that he still would if I needed anything.

[00:34:10] And so he's just always been a fantastic example of someone who thinks strategically and knows how to invest correctly. To grow a business and very big focus on his family as well.

[00:34:26] Tracy Young: So we modeled that as an example for you. I think it's really powerful when someone you respect and look up to is you're just hands you over projects and looks you in the eyes if you can do this and if you run into problems like this is what I would do, or just coaching you through it and it's has this power to it that, that belief in building that trust in yourself that might not have been there before.

[00:34:50] Before those conversations and before those projects. Last question, I can talk to you for much longer. What parting advice do you have for our listeners who are all in the go-to market space, coming up in their careers? Many of them are women. What's your parting advice been on?

[00:35:10] Mallory Lee: I would say when it comes to being a leader within go to market, and especially within operations.

[00:35:20] We are sometimes the only people who are truly able to see from A to Z across that customer journey. And if you can lean into the cross-functional nature of your job and really help people get aligned and stay aligned across the different go to market teams. It will become very clear that you are thinking strategically about the entire journey.

[00:35:53] And there's not enough of that because we hire great marketers to be laser focused on marketing and great sales leaders, to be laser focused on sales and rightfully and so being able to spend that time knitting things together and helping people see around corners and just being as proactive as you can be.

[00:36:13] I think it makes a big difference. And that can be found in measuring handoffs, measuring our ability to get data from sales to onboarding, measuring how long it takes us to get somebody onboarded when we've got great handoff and when we have bad handoff, and helping people see how everything fits together and really leaning into that sort of like cross-functional collaboration has been a great way.

[00:36:42] For myself, I think personally to just learn the whole business and try to be that operator that can help support a company as a whole.

[00:36:51] Tracy Young: Be really curious about the other departments that are adjacent to you. I don't think we do enough a ride either.

[00:36:57] Mallory Lee: Yeah. Learning as much as you can helping connect people who should be connected, but they're not like, oh, I heard that you're doing this and you should go talk to Tracy because she's got something very similar going on.

[00:37:12] People are really grateful for that alignment because when you're not aligned, I think is when you end up just wasting time and time. Time is money. So I think it's a good area of focus.

[00:37:24] Tracy Young: Yeah. And you gain just a wider lens of a perspective on everything that's ultimately we want, we're trying to make the business more profitable For sure.

[00:37:34] Mallory, it was so great talking to you. Thank you for sharing all your wisdom and nuggets of advice. I'm sure our listeners have a great time joining us today. Thank you so much.

[00:37:44] Mallory Lee: Yeah, thank you.

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