B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 2 months ago

112: Building a Community: Know Your Purpose w/ Sam Jacobs

ABOUT THIS EPISODE

Don’t build a community because you just want to be in charge of something or have a captive audience to sell to.

Build a community because you genuinely want to help others without asking anything in return. Over the years, this will bring so much good into your personal and professional life.

In this episode, we interview Sam Jacobs , Founder and CEO at Pavilion , about how he grew a small group of New Yorkers into a community of over 6,000 global leaders.

We discussed the evolution from Dinner Club to Revenue Collective to Pavilion, having long-term goals in a short-term environment, some of Pavilion’s successful initiatives, the launch of Pavilion University, and supporting each other as a way of doing business.

To hear this interview and many more like it, subscribe to The B2B Revenue Acceleration Podcast on Apple Podcasts, Spotify, or our website.

Our goal is to teach as many differentpeople as possible that helping other people being supportive being kind andcompassionate is a good way to do business and, as a way to succeed, youare listening to be to be revenue acceleration. A podcast, dedicatedelling software executives stay on the cutting edge of sales and marketing intheir industry. Let's get into the show hi welcome to be to be revenueacceleration. My name is on em with T and I'm here today, with some Jacobs,Fondo and C, a pavilion form a revenue credete. How are you doing today, SimI'm doing very well? How are you Arelian, I'm good, very, very good,very, very good. So today we want to speak about building community and Ithink most of the people that will be listening to the Pisa to day of Earthof revenue collective unless they were like. You know, I sing somewhere goinggoing off the grade for a while. The first question for you are in Fort overI'd like to get a little bit of an introduction. You know yourself or youcome from the thought of vine correct, but it wills be very good to do on whyyou change your name from Revenoit to pavilion if you Menta, she can on thatas well sure so yeah nice to meet you and everybody that's watching orlistening. My name is Sam Jacobs, I'm the founder in CEO Pavilion. We used tobe called revenue collective. My personal background. I've been workingat venture capital, back high growth companies and startups since twothousand and three before that I was in finance and I actually ran a recordlabel and was in the music industry for a little while, but that was notsuccessful and really since two thousand and three when I moved to NewYork for the second time I've been kind of building companies from the from therevenue side. I worked at one very successful company for seven and a halfyears called Gerson lemme group through two thousand and ten and then from twothousand and ten to two thousand and eighteen. It was shorter and shorter.Stints at subsequent companies worked at a company called Axel for four and ahalf years. I then ran sales for a company called live stream which wassold to Vimeo, which just went public for- and I worked there for eighteenmonths, but then was the chief revenue officer of a company called the mewsfor nine months, and then I was the chief revent officer for a companycalled behavor for ten months, so my stents were shrinking and then most of the time, not because Iwas choosing to leave but because I was being asked to leave or the companiesweren't succeeding and I needed a community, I needed help, and so Istarted bringing people together in New York just to share stories to make thesales leaders in the marketing leaders the center of the ecosystem, because inevery other place the founders were the center or the investors were the center.But I wanted to create a community that was really just for operatingprofessionals, and so we called it. The New York revenue collective and Ididn't have any grand aspirations. I didn't really think how much of it,because starting a dinner club, which is what we were starting a dinner clubwith an email group, is about the...

...easiest thing in the world to do, andso I figured every city must already have something like our revenue,collective and I would just focus on being the community for New York and itturned out that every city did not have something like revenue, collective or,if it did, if they had been structured in different ways, ways that I didn'tthink were optimal, and so people from all over the world really began to hearabout what we were doing and reaching out to me. The first person thatreached out to me was a guy named Tom Glasson in London, and he started. Heended up starting the London chapter of revenue, collective and then we quicklylaunched a variety of new cities, Boston, Toronto and warm and still atthe time I only began working on it full time at the end of two thousandand eighteen- and I really at that point I said you know if we can get totwo thousand people by the end of two thousand and twenty, then we will be.You know that I can live right. I can pay my rent, I can be alive, it doesn'thave to be. You know the biggest company in the world, but it could helpme. You know not get fired again because I was working for myself and itjust it just something that became very, very popular, particularly during Ovidwhen people needed community and they needed resources and they neededassistance and help and they were facing more uncertainty than everbefore, and so we ended up moving well past two thousand by the end of twothousand and twenty, we were close to thirty seven hundred total members, allpaying members, and so that was that and then you asked: Why did we changethe name? And this is a bit you know so sorry for being long winded, but thethere's a couple things, the big idea behind what we're doing is not it's notreally about any one profession any more right. We started focusing onsales people, but as we mentioned offline Aralian, we have a CEOcommunity. Now yeah was left out, you know or mythe purposeof what we're doing the purpose of. Why do we exist? And this is, I think,important and different, because a lot of people start communities either fortheir own sake, meaning like just networking, which is not why we existor to sell to sell software right yeah. You start a community you're at last Yeand you have a community. You want to sell more at last and into thatcommunity, but our community exists for a different reason and that reason isto help each member fulfill their career goals. We call it unlocking andachieving their professional potential and it's bound together by a code ofconduct that says that we're going to help each other we're going to supporteach other, we're not going to span each other, we're not going to use thecommunity to sell things to each other directly. We can sell things to eachother by being helpful to each other, but, generally speaking, this is goingto be a world where we believe that helping other people is a path topersonal success and that's a very specific belief that is not shared byeverybody in the world, and so that...

...belief is not about sales people. It'snot about marketing people. That belief is that there's a different way to dobusiness by helping and supporting each other. We can all be successful. Theworld is not zero, some and that vision is not specific to sales people. It'sreally true of any kind of profession, and our goal is to teach as manydifferent people as possible that helping other people being supportivebeing kind and compassionate is a good way to do business and as a way tosucceed and that's the reason. Fundamentally. There are other reasonsthat the tactical reason is that everything there are two million thingsthat are called blank, collective and so there's not a lot of defensibilityaround that framing, but also the word collective is a little bit inward.Looking it's a little bit defensive, it were, it implies an US versus them.Pavilion is not about US versus them. As I said Cos can join. Investors canjoin. Anybody can join it's about helping you as a human being get whereyou want to go in your career, and so it just frankly, it's a bigger, moreopen, more inspiring. I think idea and brand. Then revenant collective and sothat's how we changed it yeah. So thank you for us, but I love the story reallyreal of the story. I think it's quite interesting that he actually startedfrom something rative informal. Some things you felt was with required andyou started more than you know at the presumption that it would be done andswear and then realize it was not done and is getting that the thing that'sgrowing and is very successful, and I m so on thing, I'm very good that youopen up for ses. I did say nothing to my team, but I was extremely jealousbecause everybody speaks about roping you connective. I was invited to one ofyour event in in London on Tuesday. In fact, I could not participate, butthere was. I was really A. I was really feeling left out. So I'm glad that youknow seas can not participate and I'll get. I get some details from you and C.I can get myself. you start less thing really. You mentioned something youmentioned coit. You know- and you mentioned, that you saw that you reallywent big in Covin and I think is this is really interesting, because we didfeel that coved kind of the mindset of people changed. Lots of things droppeople are to find solution. People did not know what to do and in a way from abusiness perspective from a capitalistic business prospectivepeople almost become a little bit kinder with each other. Do you thinkyou would have seen the growth you've seen without the pondering? IsBasically my question. I guess I don't know. As I don't know the answer wewere you know March, we were growing very quickly, that's for sure beforeOvid the thing that was helpful, you know and obviously you're always very you know you want to be cautious andmindful about how you frame growth during the pandemic, because there wasso much tragedy and some at so much pain and suffering clever. As you said,from a capitalistic business perspective, you know we were what itreally did, which was useful to our...

...business. Was it it forced us to beobviously digital. First, like everybody before Ovid, we were reallymuch more focused on in person, events and that's good. If you're in London,because you have you know five hundred people in London and so there's alwaysin person, events to go to, but if you're in Minneapolis or if you're inParis or if you're in Bangalore or someone anywhere, that's not a very bigcity or you know you live in, I don't know Brighton or something like that.You or Manchester right you're, not in London, but you're, maybe a couplehours from London. Then you really weren't getting any kind of meaningfulexperience from revenue. Collective now pavilion. The slack community is global,but we want to be more than just slack the coved forced us to like you know wewere doing about one webinars every two, two weeks, maybe one a month beforeovid.Now we do forty fifty sometimes sixty different digital events every singleweek- and you know we were- we didn't- have any kind of online learningprograms. Now we have over twenty different courses and schools throughPavilion University all delivered online. So I think what it did was itactually forced us to build a different and candidly better business, becausethe digital business is a higher margin, easy and it's easier to deliver ameaningful experience, no matter where you live, whereas before Ovid you hadto sort of be near one of our big hubs Y, a I don't know fully would not haveyou know, I think, instead of thinking about itlike would we have grown as quickly without Covin. I just think that I wasvery because I have friends that run other kinds of similar businesses.There's a company in New York, I won't say their name, but they were a dinnerlike they were in events business. They would bring together, like mindedpeople like sales, people or CEOS on behalf of sponsors, and they would hostreally nice dinners. They are very you know. There are a lot of similaritiesto their business as to ours. They went out of business in two thousand andtwenty they went from a couple million dollars in revenue to, I think fifteenthousand dollars in reveil for the whole year, and I think it was justthat we responded to it very aggressively. You know we were verydecisive about saying, hey. This is an opportunity. If we think about it. Thatway, we need to rise to the moment so yeah. Now that makes perfect sense. Theanother thing that you mention in your intro is: He is kind of the CID ofconduct. You know, and I completely agree with you- I mean how many timesyou receive any man to Nice, deaner somewhere or you knowwe're going to do a wit by now this or that, like minded people get with iopasand stuff, but you know it at the end of the day what they want to do. Theywant to falls down Seris, pitched on your throat and say something, but atthe same time you know, I think, pretty much. Ninetyposeur customers are speaking about...

...wanting to build communities, so youknow from a Valua ESPEC tive from from a set of prospective. What do you thinkI do right value? If you want to build a successful community, I mean, couldyou have committe where you actually sell to people and it's okay or do youthink you are? You got to go for being a giving community or sharing community,but I don't want to. I wouldn't want to join that. That I mean the there arethe selling communities. I think, there's a thing called be, and I Idon't know if you know that Aralian but an yes it's you know you show up everymorning or whatever you meet once a week and everybody shares leads, it'snot inspiring to me. I went once and I'm definitely never going to go back.I think yeah I mean so I guess do what I think that if you want to besuccessful, you have to do it. I don't know I mean we do. I do. I have a veryparticular point of view about why why this works and so far because it seemsto continue to grow. I think that there's some merit to it. I think toomany people again. The whole point of like everybody wants to build acommunity is again sort of like representative of to me what is shortterm thinking right, because nobody, I don't want to just be in a community tobe sold to. I need help as a human being right. I don't and I'm somewhatintroverted, which is somewhat funny that I run a global there. I don't. I have lots of things to dowith my time. You know I like to read I like to play guitar like to be with mywife and my dogs. I don't need to go out for no reason right. There needs tobe a purpose, and- and so you know, most people don't have a purpose.Besides, we want to get a bunch of people together and sell them things,and- and we are all aware of that- and so I think I think there needs to bevalues, and there are a lot. You know: We've actually, we've acquired twocommunities and we've been in conversations with many many more andand that's because you know we could talk about that grot strategy, but butthe reason that all of these conversations are very easy doesn'tmean that people all want to sell to us. They don't, but it's because we allcome to come at it from a pretty similar perspective, which is that thepoint of what we're doing isn't just to sell things to each other, or at leastit's not to shell things to each other immediately as part of what we'retrying to underscore is that I mean I talked about this a lot. You know I sawLarry Page on stage one time with surge and he was saying you know you, andthis is paraphrasing and maybe he's not the first person that said it, but youknow it's. You can accomplish far less than you think in a quarter, and youcan accomplish way more than you think in ten years, and his point is thatsometimes your time horizon can be a competitive advantage. If you just playa longer game, when everybody else is playing a shorter game, you could domore things than might be expected yeah. I think that's the approach that wetake to community. It's Nott that you...

...can't sell people things you'll, sellthem things over a year and the way that you'll sell them. Something is bybeing helpful and by I trust in credibility, and then, when peopletrust you they want to do business with you. It's not that nobody wants to dobusiness. It's that I just don't want to be beat over the head. I tend onewebinars and all of a sudden, I'm getting fifty two emails from SDRs. Youknow with messaging. That's ten years old, yeah, not forsee to be fair is thevery right reason. You started the very right. Poteno thought you even try tomake money out of it. You just try to get what you want now your coming mango to get, which is this information, the connection, the relationship withpeople and being with like many people and sharing information, so that thatmakes perfect sense also. So so what would you say if you can just just name a few somesuccessful initiatives? That's your team as drove to get pate pavilion. Whyis today? Well, I think, there's a couple things and again. The first isthat is the business model, again sort of speaking again about short termversus long term time horizons. It's very tempting for people to build towant to build a free community, and I talked about this a lot. The thing thathappens. If you want a business and you want the community to be free, thenyour members are going to be the product and you are going to be sellingthem to sponsors or you're, going to observe. One thing that we've donethat's been very successful is simply asking people to pay relatedly, not andthen no other business model. So we don't. Everybody will tell you when youstart a community. You should start a head hunting business, an executivesearch business, so many people parley their community into like a recruitingbusiness. Well, you know I work in Sass and recruiting revenue as transactionalrevenue is not nearly as valuable as recurring revenue and it's a muchsimpler, cleaner model to think about it. Almost like Amazon, prime, whereyou pay a fee and we try to deliver as much value as we can for that feet andwe don't have any other incentives, so I don't take kickbacks or referralpeese. Everybody wants to do some kind of like you know, strange commissiondeal. I don't want to be. You know necessarily like that kind of channelfor anybody all we do is we have a simple business model. So that's onething that I think again it takes longer. Sometimes you might be givingup a hundred thousand dollar executive search retainer, but over time youbuild a bigger community, because people trust that your heart and yourincentives are in the right place. And so you know, that's that's one thingthat we've done the second thing and we are not alone in this, but lots of lotsof people have done it and it's it's a beautiful thing, which is one of thebiggest complaints people have when they join revenue. Collective nowpavilion is, it's so overwhelming, there's so much content there, so manypeople to meet they're, not sure where to start. So this year we launchedPavilion University and we launched with our first program, which is croschool, which we launched in the spring of two thousand and twenty one, and itwas hugely successful and since then, we've launched again, I think thenumbers up to twenty. At this point...

...right now we have running enterprise,go to market school, sor celebration, school, frontline manager, school chiefmarketing officer, school chief Customer Officers School. So why isthis helpful or useful? Or What's interesting about it? So these learningprograms are and we're not the only people to do this, but I think it's aninteresting insight. They're all alive they're, not you're, not watching avideo, they're live and they are- and this is important they are cohort based.So you take a lecture on a zoom. You know you hear me or you talk Arelianfor, for you know ninety minutes and there's four hundred people. You knowon the zoom, but after that, you're broken up into small groups that youmeet with once a week and those groups are fifteen people, and what that doesis two things. First, is that it gives you an ability to meet other people,and I digest the content and to have a conversation about it. But, moreimportantly, it helps you build deeper relationships within the communitythrough the context of the school, and so that's been. We've now got close tothree sand. You know we have sixty two hundred people total in our community.As of today, we have almost half of those people in some kind of learningprogram and we've received, you know very, very positive feedback from thoseprograms. So I guess one thing that we've done successful was just simplystructure the business and design the business in the right way and then thesecond is, you know something that's been this year has been launching forvilling university. It's been very successful, yeah, it's s on the foodand then valfuit. So so, as you mentioned, what you are doing in Tomeof the Intermont e process, he you've got the courses and then you've got tobreak group. What other people actually doing in those groups. Are they workingon common project? I just sharing their learning from the cost themselves. Youknow how you get into actually participate to the followest, becauseyou know what I love about. That is that we are trying at to politics, butwe've got the content, but we are trying to build what we could onoperatic academy, it's an intern or to without even thinking about theexternal. But, as you mentioned, Lotsof content, there is not of way to do whatwe do. It says it's lots of different techniques and we want to obviously anyboor gas as much as possible, but what we find out, one of the issue at we weface when we do the training is that people come to the first Lakha. Youknow they listen to it, but it is the consistence and it's almost like whenyou train, for I don't know being a bit better God fer or better runner. It'sthe repetition is the actual training that makes makes you successful. So I'mvery interested to thus because that's very different, also the liter groupthat you are building. So when you get them to doing these different groupshow'd you get them to interact, and so we love to apply. Even though for mostof the schools there's a few and next year we will chart for more of them,because you know it's very the market talk about this for a long time, butthe first is that you apply and when you fill out the application, eventhough there's no cost, we say you have to you- have to attend a right. Thesestudy group sessions, we take...

...attendance for the Study Group sessions.We actually take attendance. You will not get a certificate of completionunless you have at least ninety percent attendance in your crovor groups. So wesort of make it very very clear that if you want because there that's part ofthis- is essentially game- ification right, there's, not there's a badgethat you get at the end, which is your certificate that says: Congratulations.You've completed Cero School. You can put that on your linked in profile andyou can put that place as you can tell people about it, but you're only goingto get that badge if you attend, so that's part of it. Part of it is justmaking sure that we give coourt leaders. So we both select and train people onhow to lead the session, and we make it very clear that your attendance andparticipation is expected. That said, there are, of course, because it's sodependent on the group. You know some people have it. It doesn't workperfectly. I suppose some people have amazing experiences. Some people don't,but for us it's anybody, that's having any kind of amazing experience is moreamazing experiences than, of course, if they'd never had the class or they'venever been in the group. There's enough people that have amazing experiencesthat it makes it a very powerful. Essentially you know net promotor scoretool for us or you know it's a a customer advocacy tool so part of theanswer is we give them things to talk about part of the answer? Is We trainthe leaders on how to run the session and part of the answer? Is We just youknow it's the carrot and the stick? We make it so that you can't get the badge.If you don't go to the study good session yeah, not that picks. Thatmakes a lot of sense. I like it now not coming back to a kind of thinking thatnow you are a master of building community, I mean you must have long.Quite a lot you guys have been successful. I'm sure is because you arerelevant, I'm sure is because you've always been trying to do things thatwere it to be different. You mentioned doing a couple of acquisition ofcommunity to accelerate stuff, but if you are to speak to a young ger self of yourself, let's sayfive six seven ten years ago or someone was just at the beginning of that care.An so look. You know I love to build a community I'd love to build something,I'd, love to have people to share up and someone who's got the same,inspiration and values. You know what would be the DOS and don'ts that youwould give em would be the main advisor of Trub that you fut into it's a lot ofwhat I've said already and again a lot of I don't. I think it's simple some ofthe things I say I just don't think they're obvious or widely adopted thething I tell it's funny. I have a call later today right with a friend of minewho runs a marketing agency, and he says you know I need you to bit bebetter at selling. What should I do he roan email? Well,how can I be a better seller and I said: Well, I don't. I don't have an opinionon on that specifically, but in general my advice to almost everybody is thesame and it sounds it sounds probably perhaps in authentic or artificial, andI'm just telling you that it's not,...

...which is that my advice to everybody isplay a longer game and look for opportunities to help people. If youwant to start a community, there has to be a reason. The community existsbeyond the fact that you want to be in charge of something and you want acommunity. Our recent is very clear: We, our community exists not for its ownsake. It exists because Caterina's a member and if she wants to be a CEO oneday, we want to help her get there and if she wants to help operatics or anyother company become the best possible company. We want to help her. Do thatand that's why we exact it's not for community. It's because we have. Thereare human beings out there that are used to being treated like Shit, and wewant to treat people well, there's we were all you know you and me andeverybody. Since you know the Internet wet roughly like twenty two years oldright roughly, I mean it's obviously been around since earlier than that,but, like we've all been using it roughly since, like the end of sinceninety nine, basically, we've been trained on on how to interact with eachother and how things work in a specific way. That training is built on thebusiness model of the Internet and the business model. The Internet isadvertising, so the way that it works is that we use all these things forfree and, as a consequence, we are. Our behavior, as we know, is the product,and the point is that we are used to like we're just using linkedin right.If you had a job interview to morrow, and you wanted to get linked in tocoach you on how to prepare for that job interview. What number would youcall well, that question doesn't even make sense right. It doesn't even thatit's a ridiculous statement. There's nobody at like in to call Linton is notwe're, not customers of Linton. We are users of linked in. So this is a longlanded way of saying I am trying to teach people that there's a differentway to behave and there's also a different expectation. You can have asa customer right, our company works in a very specific way, which is you payus, and we do things for you and, as a consequence, our members are customersthey're, not users. I don't call mine members, users they're, not users,their customers and I work for them. I work for Caterina. I work for all sixtytwo hundred people that are members of our community and all I want to do ishelp them succeed and grow, so my incentives are aligned and also whatI'm trying to do is teach people that you can have higher expectations forthe companies that you pay money to or attention to or your time to. So all ofthat is to say the advice of give. Anybody is what are your values myvalues are. I want to help people that I care about and respect I'm not goingto achieve their professional potential, which is really a way of saying I. Mygoal is to teach people that, by helping other people, you can bepersonally successful. So you know if my, if I'm giving advice to my youngerself or to anybody else, it's typically, which is the advice I gave to my friendthat I'm having to call with later today, hey look for opportunities tohelp people, the more people you help the more people. Think of you assomebody that can help people the more they come to you with problems, andthat sounds to me, like a powerful person right, a the more people you areup. You are viewed as somebody with...

...power that can help people and all of asudden, more people are coming and more people are doing things and all youhave to do is start looking for opportunities to help other people. Sothat's very long winded. You know way of answering the question, but theshortest answer to the question is look for opportunities to help other peoplewithout asking for anything in return and just take your time and over thecourse of years many many good things will happen to you yeah, it's so true. Here. I've seen thatpersonal makes her so much a son. Sometimes you just want to at people,and you do it not because you're expecting something in retale. Justbecause you actually like the subject matter of the question or the topicthey come to you because they want your your opinion, and that's that's got youknow, is this is sort of thing you're like wow someone comes in is in my PA,feel good about it right and you want to give it to them with not expectinganything in return. You know what you end up doing and you say is a prettyspecial person. I think that sort of good to person is vary the day. Thereis something they won't even think about taking to your competition. Theywon't even think about you, know doing an RF or whatever they just methat. Youare there you've been anything you've been good, the advice were free andthey were walking when they tried or whatever so so it does. It doesactually make a lot of ses. I think you are completely right about the shortterm long term and, and so was the lecture you are from Narrait, it's sodifficult to be in the long term, sometimes potty and I'm sure a part ofyour community you've got thousands of people who are like in the tech,business, tact, start up, etc, etc. You know literary or Futuris next quarter,even if we're not a public company, we act like public companies and we needto send some Sallys got to be not on the thirty first. If it happens on thefirst and that on the sorties is not good enough, he's got to open one daybe for twenty four. What does a change? You know when we go to that change, butyou know I guess why worthing in that word and but but as professional agreewith you, I think we need to go over that and think about the longer town,the longer game and planning advents. My last question: for You really Samiswhat you have in stock. You know for the future. What was what's the planfor the share? What you can share with us? Obviously, don't make youcompetitors will be listening, but you have any exciting sturt that you arepreparing for us well again, so yeah, thank you for everything that you saida earlier and then you're right. It is. I Have I've been that CRO person thedeal has to come in today versus tomorrow, and the beautiful thing aboutthis message is that I am building this company with these principles and weare- and it is going very well so that a beautiful thing is there's completeharmony, which is that, for example, my head of sales who's responsible forsigning up new people. She is not paid on commission at all. You know, most ofthe time a cro is paid like fifty percent based our fifty percentcommission against the revenue target. My entire executive team is paid thesame way and its we're paid on NPSJJRFYASGZSDACSIGYUOFT on differentmetrics, but this year to get your...

...bonus, we have to have an MPs score ona trailing ninety day basis greater than fifty, and then we have to be atseven thousand members. So that's like a revenue proxy, but anyway. My pointis that I, I think, even in the venture capital startup world, we are contortedand sometimes the best way to build. The business is not to focus on pullinga deal today versus tomorrow. It's focusing on how do you delight yourcustomers so and anyway also you know my competitors could be listening ornot? I don't you know we do everything pretty much out in the open. You stillhave to execute it and you say have to share my values and if you don'tbelieve what I believe then you're not going to do is good job of it, and soanyway, what does in store for us in the future? Well, as I mentioned, weare lot so pavilion university will becomebigger and bigger and bigger, and we're going to have schools and graduateprograms essentially for every functional area. So right now we havecro school c Mo School C Co School next year, we'll have CFO school, probablyhave CEO School, and that's because we want to build communities in newfunctional areas. So right now I'm focused on CEOS and financeprofessionals next year. Hopefully we'll get the finance community in theCEO communing to really good places, and we can think about. You know hr orpeople operations we can think about product and engineering and maybe evensome other functional areas. So new communities relatedly with new schoolsassociated that's a big part of what we're doing we're about to launch ourplatform. You know we don't the funny thing about the company which, as youknow, been valued at you know. A hundred million dollars is that wedon't have any of our own software. Yet you know it it's on slack and zoom, andGoogle docks and Google sheets but beginning on next week, actually we'regoing to start pushing out our own platform into our into a small group ofusers to test and to give us feedback. I think it's going to be fine. I don'tthink it'll be great, but I think over time it'll be great over next year andthat platform will have a bunch of cool ideas. We want to really focus on gameification. We are it's not going to be a feed driven platform. It's not goingto look like link dinner facebook because our business model againdoesn't I don't need audience engagement. What I need is people tofeel like they know what to do so. It'll, actually look a lot more likequick books, which is like what do you want to do today? You want to run areport. You want to enter information, so you'll log in and it'll be gooriented outcome, oriented and then finally, the last thing I will say isthat you know we talk about helping people and helping people figure out.You know their career and I teach a class on framing your career. I ask thequestion: How many people have a five year plan and, of course the answer is,you know virtually not right. Like five percent, most people don't have a planor a point of view on where they're going in their career, and so we wantto actually build software that helps people first assess themselves andfigure out what are their aptitudes? What are their strengths and weaknessesand a more systematic way and then build tools to help people figure outhow they can map their career, both visually? And then you know,analytically, so you know you could call that careermapper. You could call that, but it's...

...skills, assessment tools, its careermapping and visualization tools, all underpinned by once, you figure outwhere you want to go, will have learning and education that will helpyou get there and train you to get there once you're. There love it loveit. No, it was but of a far politics academy we put in the fast buildingblock together. It's a skill base assessment for the different row. Youknow if you want to become a manager or what would watton the attribute. Youneed exceptat her Trans wit, music to my hair songs like we're doing theright thing yeason. If anyone wants to join avilion, but how do we? How do weget our lovely audience to join? I've got a Te few far few CFS and D as wellin my network, so I'll get them I'll, get them to join when the time is right.But how do we find you guys? I'm sure it's pretty straight full out, but justyou know: can you beer? Yes, yeah. There's two programs there's anindividual program and that's you just go to joint pavillion and you clickapply now and there's three levels. If you're an executive meeting, youachieve VP, there's executive, if your director above ther's, associate, ifyou're new to the work coursers analyst, so we've got a wee, got a level for you,regardless of where you are in your career and also we have a corporatemembership which we call pavilion for teams. So if you want to sign up notjust yourself, but you want all of your SDRs to take a tr, celerats or saleschool, then we have it's not and you get you get additional benefits andservices as a corporate member. So you could join as a company and enroll manypeople at once, or you can join just yourself by going to join to PILICA Mondofi. Thank you so much for your inside today's. I was a lovely conversation toand at Tu Preso to have yonder show today. So thank you, aving me andthanks to you and to Caterina for making it happen and and congrats on agreat company and and a great show. Thank you. So much you've been listening to be to berevenue acceleration to ensure that you never miss an episode. I subscribe tothe show in your favorite podcast player. Thank you so much for listeninguntil next time E T.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (117)