Empower your Customer Support with product qualified leads for Customer Support

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hello everybody welcome welcome to another webinar wednesday i'm super super excited to have yours uh somebody who's gonna dig right into something really important in terms of product like growth we're going to be talking about product sales alignment as well as pql really like how to reduce that friction between product and sales team we have momo on he is the co-founder of heads-up omaha how are you doing i'm doing well thanks so much for uh the introduction around the end for the context awesome yeah well i'm going to pass it off to you and then if anybody has any questions feel free to drop it in the chat and then we can i just i i can just ask you tomorrow right right away or near the end as well yeah um and we have a pretty small group today so maybe if y'all want we can go around um you know introducing introducing each um ourselves maybe that could make for a more intimate discussion what do y'all think or i can i'm also happy to speak uh the whole time all right i guess all right okay how about this um you know if i'll pause at different points and if we want to talk about stuff and ask questions feel free to interject we don't have to wait till um the end of the conversation cool all right yeah i can just interject with the questions as well then okay perfect perfect so yep my name is momo and i am the co-founder of heads up so heads up at a high level our we're in the business of helping go to market teams and initially specifically sellers uh better be more eff better understand what are the opportunities to engage in product led growth companies and once they understand that helping them engage so our product is divided into two core buckets the first bucket is what we call define right so there there we're all about um surfacing product qualified leads the second bucket is engage which is okay given these leads are surfaced how do you engage them but you know this this webinar is not about heads up this webinar is not about um our product it's about more a higher level point which um which arises in product qualified uh pqrs or product led growth companies and also more generally in a lot of b2b companies and that's that's that's the one of product sales alignment and what we've realized um as as we built heads up and as we've double clicked into how to use the pql we realized that the pqr ultimately can become an interface a source of alignment for both product and sales and so through this webinar we'll double click into that and i hope to convince you that the pqr is a good mechanism to align the product and sales teams yep so without further ado let's dive into the problem so the problem here is that in most b2b companies especially in product led growth companies there's tension between the product and the sales teams so as a seller you oftentimes feel that if only the features that your your prospects want are shipped right you'd be able to better sell and better hit your quotas there's always this misalignment and the way it's currently solved is that sales and product teams often times have weekly or bi-weekly syncs where sales team comes up with their requests and the product team takes that into account and then comes back with uh their prioritized list of what they want to build for this quarter right their roadmap and sometimes the requests are granted you know sometimes the requests are not necessarily aligned with the broader product strategy and so a lot of times people people are frustrated right sellers are frustrated because they might be a certain vertical right a seller might have a territory focused on a specific vertical and none of the features that are highly requested by that vertical is prioritized we see that a lot and that that's a big source of frustration and big source of tension between sellers and product managers any questions there before i move on cool so the tension is also also goes the other way right oftentimes i i was a product manager at fiscal note a b2b vertical sas company based out of dc and i was always i was i was always thinking you know this product that this feature that i shipped or this new product that i shipped did pmm do a good job to to land it in market does the seller deeply understand the feature and the specific use cases and the workflows are they positioning the product correctly in conversations are they doing discovery well and are they selling correctly right and oftentimes when for example there's not much usage or there's a revenue missed as a pm i i can't help but wonder is is it really my fault is it my fault or is it is it the seller's fault right so there's definitely that source of tension and if you look at both the the sellers issue and like the self if you look at it from both the seller's perspective and also from the product manager's perspective you'll see this problem is one of attribution it's really hard to attribute impact or revenue to either the sales or the product team right when when revenue doesn't when revenue does it um when revenue outcomes are not hit oftentimes there's a there's a massive blame game where sales says wait a second if only these features were shipped on time then we would have been able to close this amount of revenue right these are the prospects that are that are waiting on these features and conversely product would often say wait a second these features that are shipped i feel that they're under monetized sales could do a much better job closing deals so so how do we solve this attribution problem right um actually before i go on there's a very interesting parallel here this is not the first time this dynamic has surfaced there is a similar dynamic between marketing and sales right marketers often complain that the leads that they're generated are high quality and that sales aren't doing a good job closing these leads right that the mql to sql conversion is okay but the sqls are simply not getting closed the sales qualified leads but there's also the flip side whereas where sales says wait a second you know these mqls they're they're not interesting and they're not intentional right and that's a well-known problem of course um for folks that are in on the go to market side and for account based marketing there are actually tools out there like the sixth sense the engagio the demand basis of the world that have made progress on this problem and the way they've made progress on this problem is by creating a shared marketing sales revenue goal right and by ultimately being able to assign a dollar be able to qualify the lead that marketing generated uh to a certain dollar amount so there's like an expected dollar per lead and and if for example sales closes that then there's good attribution either way yeah so this problem has been somewhat solved or there's been good progress towards that on the marketing sales interface specifically for named accounts right for account based marketing but what about if for example you're a product led growth company and the vast majority of your users are are not enterprise accounts right they're mid market or smb accounts how do we resolve this tension between in this case product and sales so this is going to be the talk the majority of the talk yeah so in this webinar what we'll basically do is we'll walk through how by aligning on the concept of a pql a product qualified lead sales and product can reduce tension between each other and work in lockstep towards revenue outcomes so that's it for the problem definition i'll i'll take a pause here does anyone want to discuss things ask questions do you do you guys do you all have any anecdotes have you seen this in market i've definitely seen it um yeah like working in a b2b company as marketing as well i saw that that tension that you were talking about with product and yeah sales so yeah the the product so i think the marketing and sales what is is very well known the product of sales one it's semi-resolved right people have weekly meetings but i don't think it's been resolved in a more rigorous manner yet yeah so first of all i agree with that momo i think it hasn't been resolved partly it's organizational as well uh and who owns the revenue but i think you're right because what you're going to get into is how do you create an environment in which you could organizationally make this work by having the right information right yes exactly and another organizational point we're seeing more and more companies have revenue roll up to a single individual so as opposed to marketing rolling up to the ceo kind of customer success sales roll out to the ceo those individuals roll up to like a cro who's single-handedly responsible for revenue and we're actually seeing that earlier and earlier in the company's lifecycle oftentimes that would not be the case until you know pre-prod pre-ipo right you'd have some sort of present individual or cro individual but these days we're seeing head of revenue at the series a stage and that could be a testament to the fact that these functions are more and more blurred and they need to work more and more in lockstep with each other as opposed to against each other and hence requirement for the unity at the our chart level yeah um i have a quick question related to that point um does this mean that when they're hiring for sales and marketing roles you now want someone who can kind of think on both sides of the aisle or is it just about aligning incentives and kind of you know having them in the same room with the same conversations yeah i think i think that's a good question that this discussion is going to be more about aligning incentives but the skill set of a seller in a product led growth company is definitely um relatively different than a skill set of a seller in okay well first of all there are enterprise sellers mid-market sellers and smb sellers in both plg and non-plg companies and i would say the the enterprise sellers in both are similar right they still need to um engage accounts they need to work that accounts and they need to establish relationships with appropriate decision makers and stakeholders within an organization but i would say a product like growth company has the added need to uh the individual needs to deeply understand product usage and data so they generally need to be more data driven right they need to be able to understand data analytic product analytics be able to make sense of that and leverage that in conversations with um the stakeholders so what would like for example if if you're if you're a had a seller it's not a house sales but like an account executive in a product led growth company say notion for example and you're selling to like uh like a jp morgan right um you would want visibility into how individuals within jp morgan different teams are already using notion from bottoms up right i'm jordan's not necessarily a good example because software usage is likely constrained in in finserv but but basically you want to be armed with that information and have that information be context to to make your argument uh when you make the enterprise top down sale yeah okay that's helpful thank you no worries yeah so any other questions cool um all right so let's let's go ahead and the next the next part of this this um this webinar is about um you know what is the pql right like what let's define what a product qualified lead is um so this is i think this is an interesting visualization that that concept that conceptualizes a pql so you can think of the product as um as this this big c there are a lot of uh users in the product right at accounts and the question is which of those accounts are does it make sense to engage and and the product qualified lead or the criteria of a product qualified lead is is uh is the logic that we use to determine which accounts at that time at a point in time it's worth engaging for the seller right and so you could think of the criteria as a net and obviously the leads are the the fish in this example yeah and i think that's an interesting way to think about the product right like oftentimes as a product manager myself i don't necessarily think about uh the product as a means for nurturing leads for sales people to close right i think about activation i think about onboarding i think about future usage but i don't actually think about um generating leads that's not really my goal and i've never really done that either at uh fiscal no i definitely did not do that at fiscal note we were not a product like growth company uh norad well not at facebook really yeah so it's like a pretty new concept right so that's the mental model the product is a source of leads the product a pql are leads that are that are worth engaging at that specific point in time now a product qualified lead is somewhat similar to a mql but it's also it's also different like and they're not that many mqls right there's there's either often times these are either marketing qualified or not but but for pqls there are many types of pqrs because there's many selling motions from the product right what does that mean there there could be free users that can be converted to paid there could be paid users looking to be converted to enterprise if there are multiple products a pqr could designate a cross-sell motion right opportunity for a cross sell motion and finally there's also opportunity for conversion from free uh sorry from from monthly billing to annual billing right that's considered upsell as well because um the discount rate of uh of capital is obviously very high in businesses so there are many types of pqls oh i saw dev um and so dev and hing are both my team members at headset thanks thanks so much for joining and supporting me yeah um cool so yeah there are different types of pqls different types of fish that you can essentially uh catch using um like a pqr criteria any questions on on on like how to think about the product what a product qualified lead is and a product qualified lead criteria before i move on okay so now that we have levels set on that definition let's understand what sales does with pqls right so i think this is pretty straightforward it's similar to what oh yeah these are some examples of a pql so and slack an example of a pqrl is um you know 2000 messages sent within a period of two weeks that's highly causal towards a monetization outcome another question you all might have is how does a pql relate to activation right so in product and in growth there's this notion of activation right has the user derive sufficient value from the product so that they will come back consistently to use the product at its natural frequency that's the definition of activation how does a pql relate to activation in my perspective the pico is even more intentional it's deeper in the user funnel in the user life cycle than activation because you can use the product consistently at its natural frequency and not be willing to upsell into it you know into a upgrade to another tier you could use a free account forever like i have a personal notion and i use that forever right like i'm never going to convert to to paid so i'm activated on notion but i'm not a product qualified lead so you can think of pql or this concept of readiness to buy as one step more intentional than activation yeah and so these are some definitions of our product qualified lead we can go into if you all are interested in how these are generated we have a whole article about that and it's like another it's another talk right oh at a high level though there's three main components that go into a product qualified lead the first is the notion well the most important thing is the notion of value so is the lead deriving sufficient product value sufficient value from the product that's the most important criteria of the product of the pql but also important are fit so does it have a firmer graphic match and this is similar to you know what you would see at an mql right and also intent right was there a hand raise did they sign up for a webinar this is also similar to what marketing looks for as well but the thing that's new and that results in much more intentionality and higher conversions is this value piece are people consistently coming back to the product and deriving value at the at the level such that uh it warrants an upgrade that's how i would think about the value definition cool so we talked about what a pqr is we've talked about what the components of the pto are we even gave some examples let's now talk about what sales does with uh product qualifying leads so pretty straightforward what sale this is the sales process right sales gets product qualified leads they decide which ones make sense to become a sales qualified lead they the ae qualifies that and begins working through the sales process what's worth noting though is that because of consistent product usage and intentionality pqls generally convert three to ten times higher than nqls and are often the higher converting sqls generated we also see that the sales process is shorter and finally what's interesting is similar to a named account marketing like an abm we can also attribute dollar a dollar value to a product qualified lead right that makes sense because we generally know how many pqrs come in into the sales pipe right and we know how many of those deals end up getting closed at the end of the quarter so we can do a division we can say dollars close one dollars divided by number of pqrs and that gives us an average dollar for pql this is a very important concept because um this is how sales and marketing well this is the beginning of how sales and marketing will be aligned sorry that doesn't market sales and product will be aligned this is just a question from janet um she asked how do you define high value versus continued usage um the example of continued use of a free version ah so that's a good point so number one like uh the the obvious things are for example a product has a pay wall right uh so or like a feature is is paywall because or it's gated because it's only accessible to a higher tier if if the user keeps accessing that pay wall or different users within an account keep accessing that payroll that's indicative of um a signal that the account probably should be upgraded um tiers are our account tiers are also segregated by a number of users right his user growth is is of this account is increasing at a velocity such that uh it'll reach the free or current tier limit that's also indicative of value that that denotes a potential for upsell and lastly folks run a lot of data science on this and there's generally a good way to to identify correlations and causations some of which might be explainable and some of which might not so for example if you have a product with say 30 different skus right say service now with much more than 30 right like 50 different skus there's ways to run data science to figure out okay if you buy sku xyz then you have propensity to also buy cuw yeah so i think those are the three main ways to identify and tease out value from a first principles perspective the general way to do it is to look at what the tiers look at what are the properties and usage properties that the tiers are delineated by and identify usage that exceeds the cutoff of uncertainty years or will exceed the cutoffs of certain tiers great thanks any other questions um maybe just to build on that last one from janet so is it typically taking a retrospective view to determine what those cutoffs might be meaning you look at your highest tier and you look back and see what characteristics um they kind of share amongst that is that one way of doing it or is that not um yeah that's another no that's absolutely another way as well we call it or i think openview has called it patient zero analysis so for your most successful enterprise accounts or high paying accounts look at the moment when they first joined say a year ago 18 months ago and see what that behavior looks like and generate look-alike accounts that mimic that behavior today right yeah yeah okay thanks but the strength of that also um varies from from product to product as uh so the strength of that signal also varies from product to product as well yeah sure thank you generally that's a much more effective um method if there are a lot of users so like if you have like uh you know tens of millions of users then that's that sort of statistical method works much better yeah so like for example it in our in our product that heads up right the way we one of the ways we're working with um customers to tease out these signals is we ask them what are your best accounts like please tell us tell us your best accounts and please tell us your your worst accounts and what we do is we we run analytics to determine what are features that are strongly exhibited by your best accounts and also correspondingly weakly exhibited by your your worst accounts right and we see whether those are causal uh so we see whether whether um there are features that have that that that characteristic and we we suggest those into criteria that's what we're building out in our product right now yeah cool thank you you're welcome cool any anything else all right let's go on we talked about what sales does with a pqo yeah the tldr here is um it goes through the sales funnel but it's a much more intentional sale and much more short sale oftentimes and just to be just to hit that point home the reason it's a shorter sale is because the account is already using the product and deriving value from it right so they understand the product they understand the value and a lot of times there's high intentionality to buy there's oftentimes a hand raise for example they've reached out on chat or they've consistently um you know software help right that makes the sales process much shorter cool so product what does product do with the product qualify lead and this is this is interesting and i think this is what's in my opinion less less talked about and a little bit non-obvious so as a pm you you grow you can goal on activation right a growth pm would would have a metric like increase the drop off or decrease the the funnel drop off from onboarding to activation by x percent that's a very reasonable growth pm goal but we believe that going forth the product qualified lead will be um like an even more intentional and bottom-up the funnel goal for the product manager right we're able to define pqls using criteria like like a metric for example right and so we could we can we have this operational metric now that pms can go against and so our hypothesis and we think this really makes sense is um we'll see product teams in the future sign up for for example conversion to pql goals right like as opposed to increase the rate of conversion of from onboarding to activation by five percent pms will increasingly say i want to increase the rate of conversion from onboarding to pql by five percent because that's much more closer to revenue and much more tied to revenue and when product signs up for a goal like this something magical happens right suddenly there's a very clear revenue associated with with what they're doing because remember we were able to calculate how much on average a pqr generates right we could we can calculate the dollar per pql so if if product increases the number of tqls generated this quarter then you can simply multiply that number by the dollar per pqr to get the dollar impact of the product of a pm right and and so then we can start doing interesting things like if if the product team wants to figure out whether feature a or feature b makes sense they can do an experiment where they they essentially measure the impact of this feature on for example pql conversion rate and there can be a dollar value associated with each feature right so that's like the framework that we're hopeful uh that that folks will start to employ that isn't really employed these days by product and growth teams yet third reason the other reason we're hopeful is is that when i was at facebook right facebook has a very clear cltv customer lifetime value number for every every user right and it makes certain decisions like for example how to rank that individual's news feed the amount of ad load to show for that user based on their customer lifetime value in a similar way and the customer lifestyle value is very clearly tied to revenue right in a similar way i think b2b product managers will become much more rigorous and much more closely tied to revenue with this framework over time so i'll pause here any any questions about about this concept because i think this is a pretty interesting concept yeah cool let me go go forth then so one way to here here's the here's the eq here's one expression of a revenue equation right so janet did you have did you have a question yeah i kind of did it's it's a it's a little bit off uh specific topic but it's sort of how do you get to that point right so if you if you're going to use product usage for um to generate a pql and i mean i think it's a great a great concept and could really move business forward but i'm just curious how do you actually get to the point where you've got enough people using it so that you've got data that is valuable you know because at some point you're putting something out there probably a free version of something you've still got to find a market i mean you have a hypothesis about what that market is but you've got to reach enough people uh and some of it can go viral but i'm used to have to start somewhere so i'm just curious if you if there's something you could say about that right now without interrupting the rest of the flow absolutely that's that's a good question so i think this framework really only applies when when a product has reached product market fit and is looking to scale revenue or scale the go-to-market team if you look at a company like ours like for example heads-up or a pre-product market fit company that's insert your product market fit a um i'm not sure that you know first of all i'm not sure the product qualified lead criteria framework makes sense sorry and i'm not sure like this interface and also i'm not sure goaling product towards pqls also makes sense right because a um there's probably not enough users to your point so it's not statistically relevant and b pre-product market fit companies aren't looking to make money so so the revenue considerations aren't top of mind yet right product market fit and constant usages is more top of mind i think this framework comes into play when there's um in product like growth companies oftentimes the go to market teams are hired a little bit later down the road right the the head of sales or header revenue is often brought on post-product market fit at the series a or sometimes even series like b stages depending on what type of company right and and at that point there should be millions of users at or enough users where there should be enough sample size but once again it depends on company as well yeah now that that's that's a really good point thanks yeah so yeah and also the notion of a growth team right growth teams don't product growth teams aren't created until a there's product market fit and b they're just looking to scale and ramp up um usage and revenue yeah they're oftentimes serious b or even series c type type of teams that are formed yeah yeah true i know yeah revenue oftentimes the pm is the ceo right like that that's that's often the case as well and a few other things yeah yeah of course and a few other things yes okay so uh back to back to how everything fits together this is the equation that that couples everything together so revenue generated is equal to number of pqls times what fraction of them does the sales team close times well dollar per pequel closed right i guess yeah that would be dollar for p called closed so this equation unites sales product and and also marketing because um number of pkl generated that's that's marketing right can we get enough leads to sign up and product can we get those leads to go from sign up to pql so that's a disc that's a marketing and product goal you can break this down now given a product qualified lead is generated how can we increase the close rate that's two things here right this is a this is a sales and product joint goal it's a sales goal because are we like selling better right but do we have their like are we do we have the appropriate context is the talk track good are we selling better that's that increases percent close the other thing that increases percent closes are the pqls more intentional are they are they better are they better warmed up and that's a product that's a product that uh that's owned by product yeah so you can see that in dollars for pql that's that's both product and sales as well like um you know is the product generating so much value such that you can you can charge more right and on the sales side like are you are you a good seller can you can you sell larger contracts so you can see that now there's an avenue to double click into specific metrics and have a discussion so that's a very productive conversation to have between these different stakeholders now yeah so so this is interesting like now now it's less of you know like you know he's i think this and someone else thinks that there's more numbers to to think about right and so you can think you can imagine in the future joint teams like product and marketing can sign up for a goal to increase the number of pkos generated right and sales and and product can sign up for a goal to increase the close rate and sales and product can also set up a goal to increase the dollar amount per pqr closed and that ultimately has the impact of of lifting the area under the curve and driving revenue towards on a different trajectory right so you can see this pqr framework allows for marketing sales and product to move in lockstep with each other to collaborate with each other to drive revenue outcomes up yeah a pause here any any questions there's a question from amy in the the chat asking about your opinion on uh just maybe amy you just want to chime in i think a few slides back sorry sorry that was kind of a long question um hi i am i work in pr and marketing now and thank you so much for this discussion today um uh as you can tell i have a very thick southern accent i'm from kentucky and um so i'm i'm very interested in your opinion on how this concept that you're talking about could be translated to the local news and newspaper industries specifically with their apps and users because you know as you know many print outlets are making the transition um to digital and that's even happening here in our little appalachian region so um how how could this approach be used to help these companies to maintain their app users and to grow their consumers of local news um so uh just coming from the journalism j school background i'm very intrigued and would love your opinion well amy nice to meet you um really really cool background nice to meet you thank you yeah that's a super interesting question and i have a couple of thoughts um number one is there is there opportunity to isolate so for example if if if you see a lot of students if you can identify a lot of students like reading your newspaper or paying for an individual subscription that might make for an opportunity to sell to the whole school right make a case for the school's library buying buying a business edition or an enterprise edition of the paper so i can see a dynamic like that where or or for example if there's an institution or a company that you find has many different readers but they're they're disparate right that might make for a case to sell um and that that's that's that's where a product qualified lead could make sense because um we would be able to say hey um once again we're breaking this down there's fit there's value and there's intent right so if we see that there's say 10 different readers within an organization maybe that's that's that's opportunity to sell a business plan to that organization i'd say that's one one opportunity to use the product qualify lead mm-hmm yeah sorry no no i was i was just going to say you know it's a it's a two-fold problem too because not only are we trying you know and this is um an outlet i'm freelancing now i'm no longer with the the company but the problem that i saw that we were having it was twofold you're trying to get users and consumer consumers but you're also from a business to business perspective trying to sell to advertisers and the advertising side is really struggling because if you don't have the users you cannot get those advertising dollars and so we have tried the problem with this the school um issue is that the school newspaper is part of the organization as well so they get that for free included in their tuition that that access to the student newspaper as well as the local newspaper um but we have tried before in the past doing some geo fencing say there's a concert in town you know trying to go back and do some device id uh targeted specifically for those but i don't want to take up too much of your time talking about local news but i i do appreciate your perspective and it's very intriguing to think though how this concept could be used um both from a business to business perspective and from business to consumer yeah so um can i ask one more question about what you said sure so so what do you want to how do you make the case for um how do you make the case for for advertisers so you want you need to see like subscription growth right that's also i mean you can i don't think that's actually a product qualified lead but you you could run analytics to to be able to see certain usage trends right and you can surface usage trends too well into from a person who consumes local news i just know if one of my kids shows up in the local paper i'm going to buy it you know and so it depends on what your target market is uh you know for for local sports you know if you're it's it's just i'm talking more about it on a local level i understand but i just of course as being so passionate about the journalism industry and um hoping to see that continued coverage of local events you just always your mind and the wheels turn to see how you could translate this because this is a great concept thank you make sense yeah i i would say i would say um the way to translate this is like identify signals in consumer usage and surface those to the advertisers maybe when they're interested or be able to make a case yeah it's probably perfect thank you you're welcome um very interesting question cool so yeah we have a revenue equation and each part of this equation can be dissected cross-functionally between products sales and marketing and so that makes more for much more of a fruitful conversation than you know what we started with right which is sellers don't know whether product and also marketing are carrying their weight and conversely products don't know that whether sales individuals are carrying their weight as well and this results in a lot of back and forth tension and finger pointing so um wrapping this up right if you wanted to institutionalize a product qualify the pqr process what would you do um the most important thing is as janet mentioned or we talked about the beginning making sure the appropriate stakeholders are on board right like is product on board is sales on board and are they are they aligned in their incentives and this actually makes it very easy for them to be if they're on board it makes it very easy for them to be aligned in a revenue incentive right no longer do they have conflicting or orthogonal goals and we're seeing this as a further discussion with janet folks our companies are increasingly rolling up to a revenue individual earlier earlier and product manager and growth actually increasingly also roll up into revenue yeah or at least dotted line report into marketing and product or revenue and product we're seeing that more and more so so once again most important thing is is therefore is there buy-in across sales and across product then tactically one has to define pqls right there's quite a few pqls to define so free to paid paid to enterprise um cross sales monthly to annual conversions each of those are a pql and it should be defined and also need to be iterated over as product market fit and the market dynamic changes then sales and products should internalize the pkr into their process right sales should convert pcos into sqls and work them as as a part of a sales process and product should goal their efforts on increasing the number of pqls yeah and you know this is not this is not an easy feat right defining the pql routing the pqls to the appropriate seller making sure the seller has the appropriate context within salesforce making sure product has the operational metric that they can a b test on that's often a lot of work and we see we see current companies do this in um two ways well only one way because you know the products that are that solve this are currently being built today including heads up so what folks do is they they piecewise together using zapier using using internal tools this end-to-end process right they for example will sync data from their data warehouse into salesforce via reverse etl tools like census then they'll connect salesforce to slack via troops or maybe they might sync data directly from the warehouse to slack via zapier right so it's kind of a hack that we see a lot of growth leaders and also sales operations leaders do yeah and that's what that's also the opportunity that heads up we see in market right we want to build a plug and play tool for folks to be able to define pqrs and institutionalize this process so yeah that's the end of my talk um we only have 10 minutes left and i'm also happy to end early does anyone have questions any questions from anybody else feel free to drop it in the comments but we've had some really awesome questions from different folks yeah this has been a great discussion um thanks so much everyone including amy yeah super interesting maybe that's a question if people do have follow-up questions to you momo what's the best place to to reach you uh if they you know an hour later after this is like oh i should have asked that let me actually send it in chat so it's momo m-o-m-o very easy to remember like peach in japanese heads up dot a i yeah can you follow me actually write it down and share it so that everyone can see it yep awesome cool uh so it's momo heads-up.ai uh thanks so much everyone for your time and uh thanks so much ramlee also for organizing this i really appreciate it awesome amy and great discussion well thank you everyone have a great rest of your afternoon and if you do have questions for momo feel free to reach out