00;00;06;23 - 00;00;32;25
Meagan
Hi. Welcome to Dig In the podcast brought to you by Dig Insights. Every week we interview founders, marketers, and researchers from innovative brands to learn how they're approaching their role and their category in a clever way. Welcome back to this week's episode of Dig In, the podcast brought to you by Dig Insights. Today, I'm joined by Paul Gaudette, co-founder and CEO of Dig, and we've got Jess Gaedeke here.

00;00;32;25 - 00;00;58;15
Meagan
She's our new Chief Revenue Officer and this is just really nice to be able to be able to chat to you guys and have like a quick little convo about why we've brought Jess on. I'm really excited to be able to sit down with Paul and Jess to chat all things revenue today and chat about the fact that we've made a strategic choice as a business to bring on Chief Revenue Officer for this sort of next phase of our growth.

00;00;58;16 - 00;01;24;29
Meagan
When you look at a lot of other companies in our space, particularly the ones that offer both technology and consulting services, having this role in place isn't necessarily a given. While you might see a lot of chief revenue officers with insights organizations we wanted to sort of borrow from from the learnings from other SaaS technology platforms and and really sort of prioritize this function as we continue to grow.

00;01;25;01 - 00;01;31;10
Meagan
So should be a really fascinating conversation. Jess, over to you. Why don't you tell us a little bit about who you are?

00;01;31;13 - 00;01;54;18
Jess
Yeah, sure. I'm so happy to be here. So thanks, Megan. So quick background. I've been in market research for about 20 years, which it's crazy to say that. And I say that my experience and my passion can probably be summed up by the word growth. And that includes helping clients grow their businesses, helping my own organization grow its business through different commercial strategies and growing people.

00;01;54;19 - 00;02;22;05
Jess
I care a lot about developing people. I find it really rewarding. So I joined Dig in July and most recently I was with Gut Check, which was acquired by Toluna last year. Prior to that I was with Alfa Nova that was acquired by Nielsen BASES as well as a couple of other businesses. So growth is my thing, and I'd like to think that my professional success in part has been driven by the fact that I am a researcher but with the sales gene. So I kind of love to nerd out on data and research methodologies, analytics, but I've got this commercial perspective that really is always looking at ways to grow. So that's a little bit about me.

00;02;32;16 - 00;02;48;08
Meagan
Amazing. While it's very exciting to welcome you to the team, I'm going to turn it over to Paul. Do you want to speak a little bit to kind of our growth strategy as a business and why it felt like the right time to bring someone like just on board in this role?

00;02;48;10 - 00;03;05;10
Paul
Kind of curious just because we were going to ask, you know, like what maybe attracted you to dig and I'm assuming it was obviously my charm in light of the fact that we're Canadian founded and so but we'll get into that in a minute. I'll tell you a bit about our journey from where we've kind of come before.

00;03;05;10 - 00;03;28;20
Paul
Jess And and on the reasons for us looking at CRO as a as a position that we needed within the company, I think, I mean, if you don't know yet, Dig Insights you know fastest growing company from a market research set perspective many years I wouldn't say the fastest necessarily, but it's been a really high growth organization since we started in 2010.

00;03;28;20 - 00;03;49;08
Paul
But overall, especially over the last couple of years, we went through a period last year of bring on a financial, strategic financial investor called Beringer Capital and we are looking to even accelerate that growth. So not only have we been growing really, really quickly, but now we're looking to even accelerate even further as we expand our offering and more into the U.S. and international, not just in Canada.

00;03;49;08 - 00;04;13;00
Paul
We have offices in Chicago and London, as well as our home office in Toronto. And and to be honest, we've even we've been kind of drinking from the firehose since we started this organization. So much has kind of come to us. We we pride ourselves in doing amazing work and delivering amazing work to our clients. And the fact that they keep coming back to us is has been really just an amazing, just achievement.

00;04;13;00 - 00;04;48;22
Paul
And the fact that we and our people are just they deliver such amazing work and we get to a stage where you get to a company of our size where we're now 215 people across the organization and you realize that just this whole idea of just sell, do sell, do sell, do sell, do. It's just it's very difficult to kind of maintain that momentum and bring somebody on that has a lot more structure in terms of the sales process, trying to understand it, create new opportunities for the organization and get our name out there in front of clients that might not have heard of us before, helping to kind of craft the message about why

00;04;48;22 - 00;05;25;07
Paul
we're different and why we have something of value to offer them versus someone else they might use are all things that we maybe have inherently done in as we've grown the company, but we've never really had that structure in place. And so bringing somebody who can actually has that commercial experience, has that sales experience, brings that knowledge and is less Canadian than us because we tend to be a very just like, you know, we don't really sell, you know, we're just kind of like, you know, very a lot of apologies and thank you, just bring in somebody that has experience was kind of the motivation to think about bringing in a CRO and I can

00;05;25;07 - 00;05;28;29
Paul
tell you a bit about the story, right? Well, we why we chose Jess.

00;05;29;02 - 00;05;47;18
Meagan
Yeah. I mean, in the in the chat that we had a couple of weeks ago and prep for this podcast, we were talking about, you know, why we brought Jess on board or why you wanted to bring Jess on board. And I think we all landed on the fact that she's just generally pretty cool. She's a nice person.

00;05;47;24 - 00;05;49;15
Jess
All thanks guys.

00;05;49;18 - 00;05;56;12
Meagan
But other than that, what was, what was it about Jess and her experience and who she is that made her the right fit for this?

00;05;56;14 - 00;06;17;12
Paul
Well, it was funny, I would say recruitment process, like as in, there wasn't really one. I had. I actually started my exploration of the CRO position fairly early on in this year, just really in trying to understand like what is what is this position entail for a market research company? What is it like, what's the responsibility, How are people approaching it?

00;06;17;12 - 00;06;40;22
Paul
What technologies are they using in their sales process? How they structuring sales, is a CRO even the thing that people are looking forward to, you need just like a new business development person like. So I actually talked to a number of different people, CROs and other organizations as well as advisors and different companies, C-level people in other organizations who are just, you know, give me some perspective as to what the the value that a CRO can bring.

00;06;40;24 - 00;07;05;24
Paul
And during that process, I you know, I had heard Jess's name a couple of times. I had known about gut check. Obviously I had some experience of meeting Rob is a former CEO of Gut Check and so I had heard of Jess and as she was one of the people that I wanted to kind of get in front of and just reach out and say, you know, I'd love to hear more about from your perspective, especially being a senior female figure within within the industry.

00;07;05;24 - 00;07;32;26
Paul
And as such, I play an important role within an organization that was kind of an important thing for us being male founded organization is bring someone, a female into that position. I wanted to get her perspective on some of the challenges, some of the things to look out for in a candidate who know what are some of the the struggles and some of the successes I should be looking for as I start interviewing some people and understand that she was kind of the perfect candidate for that job.

00;07;32;26 - 00;07;53;13
Paul
So eventually it turned into a "this is amazing. Would you be interested? And then chatting more about this?" and that kind of conversations kind of naturally happened. And I think as you know, as soon as you meet Jess, you know, like minded personality, we have a very similar business sense strategy wise. I think we're very aligned too, and it was just a perfect fit.

00;07;53;13 - 00;07;58;19
Paul
So I'm glad that we were able to continue that conversation and finally be able to attract her to our company.

00;07;58;23 - 00;08;15;17
Jess
Yeah, I remember that time, Paul. We'd probably been talking for a few months and I said, So am I interviewing like, you know, you're like hanging out with your, your best friend for a while, and then you're like, Wait are we like dating. Like, help us out here. After a few months. So but it was like, Oh.

00;08;15;19 - 00;08;26;04
Paul
Did I dance? So I play it slow it, you know, you're like, these are. Yeah, it just happens this way.

00;08;26;06 - 00;08;42;09
Jess
But what's important about that, I think, is that I don't know. I wasn't interviewing, so I really was just bringing, you know, 100% my authentic self and my experience and my advice and my guidance and my, you know, potential watch outs is just it was a great way to, I think, kick things off in a really authentic way.

00;08;42;12 - 00;08;53;23
Jess
And that was also what attracted me to Dig is just the people that I started meeting. I was just inspired by each of them for very different reasons. Right? But, you know, that courtship I think, was important.

00;08;53;25 - 00;09;06;10
Meagan
Yeah. And I mean, just I know you just mentioned the people that you met and the fact that it was such an organic meeting and you guys were like minded. But what else made you excited to join the company? Yeah.

00;09;06;13 - 00;09;21;03
Jess
Well, I guess a couple more words on the people, because culture is really important to me. And when I use the word culture, I really mean like in the vibe. So how does it feel to work for that organization? How does it feel to be in meetings and collaborate and work on projects? How do people support each other?

00;09;21;03 - 00;09;45;20
Jess
How do they get feedback Like that to me is the vibe and I definitely got a great feel for that vibe as part of meeting each of the founders in advance of joining. And that was just really important to me. But the other part to that, to the people is just the crazy, smart people at Dig. You know, I've seen no fewer than 12 things that I would consider to be actual innovations since joining a couple of months ago.

00;09;45;21 - 00;10;06;25
Jess
It's just incredible whether that stuff that we're doing with A.I., whether it's looking at how to make internal processes more efficient or truly cutting edge technological developments. I mean, you can only achieve those things with crazy, smart people. So I just can't say enough about that. And I think in the first couple of months I just have started.

00;10;06;25 - 00;10;31;12
Jess
I already feel like I'm part of the family and that is really important to me. So so that's a big deal. But in addition to the people, you know, the biggest reason I chose to join Dig is the market opportunity. You know, as Paul mentioned, the company has grown to this point in a seller-doer model. And so the thought of delivering great work that's valued by clients, those clients continue to work with us and introduce us and take us with them when they move to different companies.

00;10;31;14 - 00;10;50;19
Jess
The thought of adding just a tiny bit of gasoline to that engine that exists is just hugely motivating, right? So, so really excited about that. And I also kind of realized about myself that I'm at my best when I'm helping build something. And Dig is an incredible foundation, but it's how do we take it to the next level?

00;10;50;22 - 00;11;02;25
Jess
And so, you know, the founders and the company being open to someone like me with my experience and my background, you know, helping lead that next chapter, it was just a no brainer for for me to join Digg once I learned all those things.

00;11;02;28 - 00;11;28;12
Meagan
Amazing. I mean, I think we've touched on this several times, this idea of a seller-doer model and how it's typical within our industry. I guess I'm just curious Jess why is that the case? Why is that seller-doer model so typical? And I guess when we look forwards, do you think that that makes sense as the industry is evolving and as the company evolves?

00;11;28;15 - 00;11;48;19
Jess
Yeah, I think it is pretty typical, especially with the larger established firms to have a cellar door model. Why is it typical? Probably because a lot of those companies just haven't modernized like they have inside of ways to introduce, you know, a sophisticated sales function that can be highly collaborative and partner with the delivery teams because it is a tough thing to do.

00;11;48;22 - 00;12;11;18
Jess
So there's a few things that are really important about that. When you're in a seller-doer a model. It is impossible to do both of those jobs to full capacity with the same human being. It's just impossible when you're really focused on designing great research, executing it, delivering it, you know, providing consultation recommendations to your clients. What the heck time do you have to look up and say, Now, how else can I help this client grow?

00;12;11;18 - 00;12;32;01
Jess
It's just really, really hard to do both of those things at the same time. And I do think that for companies that have both research technology and services like Dig, it does require an evolved approach to selling because you need people that can help look at what are those thoughtful combinations of services and tech that are going to add the most value to the client right?

00;12;32;05 - 00;12;56;16
Jess
Where can we sort of lean into one versus the other throughout different initiatives to deliver great growth opportunities for our own clients? So I think that Dig is in a very unique place that has both the technology and the services and the people to do that in a pretty revolutionary way. And that will be the biggest shift. So moving from a seller-doer model to one that has a more established sales function, that's what I signed up to do.

00;12;56;18 - 00;13;25;22
Paul
And I think we I mean, we had dabbled and kind of started doing that with our technology side of the of our offering, like the software side. But it felt it still has a disjointed kind of approach where we have, you know, sales people who are dedicated to selling our software and getting in the hands of our clients and then still on a consulting basis, on a project basis, having the client service person be that seller and that doer and you really do need to think about our total solutions across the organization.

00;13;25;24 - 00;13;48;12
Paul
What is it that we can totally offer our, our clients a holistic view of it and then have actual salespeople go to those clients and provide those offerings and bring in obviously the subject matter experts into those conversations, but be able to lead those conversations, identify those opportunities, and get it further down the path and versus the amount of time it actually takes for our client service people to do that on their own.

00;13;48;12 - 00;13;53;06
Paul
I think it was a is a huge reason why we we needed to move to that type of model.

00;13;53;09 - 00;14;25;24
Meagan
I think that a lot of people consider, you know, Chief Revenue officer what they think about revenue from sales is front of mind. That's exactly where your brain goes. You're thinking about net new business and how you can continue to scale, which is absolutely a huge part of what you're doing here. Jess But I think the other piece of what a lot of people maybe don't understand is that being a CRO or within sort of a revenue function doesn't necessarily just mean that net new revenue piece.

00;14;25;26 - 00;14;41;26
Meagan
And I've had some really great conversations with you around sort of how you define the revenue function. So can you tell the listeners a little bit about what's leading a revenue function sort of means to you? And what are the sort of pieces that you hope to be able to influence?

00;14;41;28 - 00;15;09;15
Jess
Yes, definitely. So my personal view of this is that the CRO is accountable for meeting top line financial targets, including all revenue streams. So yes, that is, you know, targeting net new clients and earning their business. It's also expanding within existing clients and earning new opportunities with new divisions, new stakeholders, introducing new parts of our product portfolio that would be valuable as well as earning renewal for for our tech platforms.

00;15;09;15 - 00;15;29;06
Jess
So all of those are revenue streams, I believe those all should funnel up from an accountability standpoint to a zero because I care about them equally. But I wake up every day thinking about how can I maximize topline? And as an executive, I'm also very concerned and mindful of how we can manage bottom line the profitability of the business.

00;15;29;06 - 00;16;01;14
Jess
But I'd like to have a bigger topline to help drive that conversation and then deal with the bottom line. But what you said, Megan, is really important to me too, because it's not just about selling, it's about all the activities that it takes in order to sell and to earn client business. And a big part of that is the brand building activities that things like this podcasts, like the really cool research reports that we do and share with clients, all of that is meant to to initiate a conversation and to provide value to clients so that we can, you know, get the opportunity to show them how we can help them do better with their

00;16;01;14 - 00;16;31;15
Jess
business. So I'm really lucky that I get to be involved in all sorts of activities like that is part of where I get a lot of my joy. So thank you for letting me into that team Megan And collaborating. But one other misconception I think about CROs is that they're only for SAAS businesses. You know, I think a lot of firms, particularly the bigger guys, they're just missing an opportunity when they don't borrow some of the thinking of selling in a SAAS world, but applying it to this services plus tech world that our industry is in is going to continue to be in.

00;16;31;20 - 00;16;59;04
Paul
Yeah, and I just want to I'd like in terms of why I think it's so important to have you specifically, Jess, on this in this role. Is that the strategy that you bring, listening to clients, understanding the market, understanding the dynamics of the industry and where it's heading, knowing us, having that outside perspective now of looking in at us and saying, you know, this is a lot of there's a lot of things within the organization that could be packaged up and sold in a way to clients that meets a specific need that you guys aren't even thinking about.

00;16;59;06 - 00;17;18;07
Paul
And I think that kind of insight brings a lot of value to the organization because we just we have done what we do and we listen to clients, we tailor our stuff and we create and they innovate and we adapt. But it's not as it's not as packaged up and sold in a way that I think really kind of pinpoints a specific need for clients.

00;17;18;07 - 00;17;28;12
Paul
And I think that's the value that having somebody in your position speaking to clients understand where the market's going and in bringing that strategy to our to our offering, it really will play an important role.

00;17;28;14 - 00;17;51;11
Meagan
I mean, that very nicely dovetails into a question around how you kind of make all of this happen, because, of course, this is incredibly exciting. But it's a big change for the company to sort of bring someone bring someone in to flesh out this revenue function, figure out how it integrates with sort of the existing business and how it continues to help.

00;17;51;11 - 00;18;05;22
Meagan
So, Paul, from your perspective, how do you and your co-founders go about change management around this? How do you make sure that everyone's on board? And I think probably most importantly understands the vision for the revenue function?

00;18;05;25 - 00;18;27;08
Paul
Yeah, this is I mean, I think with any type of when you're going into this position, there's a lot of, you know, communicating the fact that we bring somebody into a new role and what that might mean, the implications of it. It's a lot of communication. So it's not just communication with the broader team. You really have to start with the with the senior team as well, because we are changing what we're doing and we're also bringing another person in in a senior role to be an influence on the organization.

00;18;27;08 - 00;18;54;00
Paul
And so that already has a lot of impact. And I think one of the things we identified early on is that somebody is going to be in this role. We're going to have a female in this position. We have we want to have a senior voice at the table. We need somebody with that expertise in that perspective. And so that was even just the first criteria you can go into this search was just to make sure that we brought somebody in with that perspective that kind of just made it a lot more indicative of what the organization is in general and representative what the organization is.

00;18;54;02 - 00;19;30;09
Paul
So being able to do that. And then I think the communication aspect of it is really around helping our team understand that this role is not to just go and sell so that they have to do more. The idea is to how can we support them on the things that we're doing, How can we ensure that our clients, which they do, but how do we how do we ensure that they they see the value and what we're providing and we're doing things in the right way, whether it's pricing things or, you know, deliverables or whatever it is we're offering our clients is done in a way that our teams can go out and sell.

00;19;30;09 - 00;19;51;07
Paul
It needs to be sold and then our our client service teams can deliver against those with the exceptional work that they do without feeling the need that they have to go and sell. And then you have to try to do and go and sell an outright. And I have to tell you, like when I look at our growth objectives, you know, not only have we grown a lot and it's been to on the on the backs of the people in this organization who have really carried the weight of that growth.

00;19;51;10 - 00;20;04;27
Paul
But if we look at also what we want to do in the future and our growth objectives, I know where do we want to stay and add that stress to the rest of the team and say, by the way, everyone here, you're that you're the ones responsible for going and selling and making sure we can even hit our objectives.

00;20;05;00 - 00;20;28;04
Paul
There's nobody in the organization. There wasn't anybody in the organization who was fully accountable for revenue. And that becomes an issue when you have an organization like this and a seller, doer model, because then who's waking up thinking about that every single day? Who can you actually then go to? So it actually became when we actually talked to our team about this is the role we bring on, this is the reasons why we're doing it.

00;20;28;04 - 00;20;49;27
Paul
There's then Jess to you know, to her credit, I had a lot of discussions with each individual in that client service role and in the sales teams to talk about the importance of this role. It gave, I think, a lot of assurances to those individuals who felt, you know, this person is here to actually help me and help me do a better job because I can focus on the work I'm doing.

00;20;49;27 - 00;21;10;28
Paul
You're giving me guidance also on how I can actually sell into my client and give them a lot more of what I what I do. And you're also helping to identify new opportunities that then help me actually service a client and a better way. So lots of communication, but I think in essence, it's really around the ideas. How do we help help you in your in your job as opposed to make you feel like you have to do more?

00;21;11;01 - 00;21;32;06
Meagan
I really like that because it's basically allowing people to focus on what they really love to do. So, you know, having the client services team, being able to really focus on actually delivering projects that they love or that their clients will love, rather. But yeah, I think that the way that you position that is, it makes so much sense to me.

00;21;32;13 - 00;21;46;07
Paul
Well, before you get there, I think our team I mean, the good thing is our team is they are true consultants, right? They do want to actually consult on a client's where they want to help solve problems. And I mean, the four of us started out the company that way. We were consultants. We were strategizing with our clients.

00;21;46;07 - 00;22;02;08
Paul
We're selling in something a solution. But then we were basically really proud of that, what we sold then because we were able to deliver against that. And so that doesn't really change. We really want our clients that are our client service people to feel invested in the stuff that we're selling in and they're doing and have a hand in.

00;22;02;08 - 00;22;15;12
Paul
Actually selling it into. And in order to do that, we really need somebody in a function within the organization identifying opportunities for them to actually build and craft around and sell end so that they can actually do amazing work.

00;22;15;15 - 00;22;48;11
Meagan
Now, I think it's a it's a great point. Like it's it's not to say that they won't still have that consulting. Consulting relationship with the client and that they just have more time to sort of invest in in that When we think about what we've done as a company or what the senior the senior team has done and sort of the change management around bringing in a chief revenue officer, there's also things to consider for for you just around what what does it mean to sort of do this in a meaningful and sort of conscientious way?

00;22;48;18 - 00;22;58;03
Meagan
What is some of the most sort of important internal considerations that you are making Jess as you build out your role and you look at evolving the commercial organization?

00;22;58;05 - 00;23;18;10
Jess
The first one I wouldn't say is not necessarily internal, but it's kind of the core ethos, which is always focus on what's best for the client. I think that when you do that, you tend to do the right things and go in the right direction. So anything I introduce should not disrupt or interfere in the many, many great things that are already working for Dig and for our clients.

00;23;18;10 - 00;23;41;19
Jess
Right? So that's kind of number one. And I think that Paul really, you know, explain this very well, But there is an opportunity, I think, for the sales function to relieve some of the pressure and the administrative burden and some of the, you know, pressure to hit these numbers for our consultants right now, because it's really, really hard to shoulder that pressure and do do great work.

00;23;41;19 - 00;24;00;03
Jess
And so so there's that opportunity. But I think there's a natural maybe it's trepidation, maybe some skepticism, like, hey, who is this person? Who is this girl coming in like she's not Canadian? That's not a big deal. But, you know, what is she doing? Is she going to be inauthentic to my clients? Is she going to be a salesperson?

00;24;00;06 - 00;24;21;03
Jess
And hopefully I'll continue to demonstrate to people that that know, like the way that I am, the people that I continue to develop and will hire, and they're going to be very, very trusted advisers to our consults. Right? They're going to be this researcher with the sales. It's so important because I have the deepest respect for that discipline.

00;24;21;03 - 00;24;39;08
Jess
Like I grew up as a research analyst and director and all that and had to shoulder that intense pressure of delivering flawless research. I have so much respect for what that team does. And so anything that we introduce is in the spirit of, again, what's best for the client and we're leaving and sort of, you know, right sizing who does what within the process.

00;24;39;11 - 00;24;58;24
Jess
And nothing matters more than the people at Dig. It is a tremendous group of people that have built the company and gotten it to where it is today. And I'm a leader who is just very human centric. I bring my authentic self every day. Meagan You probably get this more than anybody. Like, I really bring it to you right?

00;24;58;26 - 00;25;08;21
Jess
And so I really care about the people who are here and want everyone to be part of the success. And I think that, you know, having a team that's genuinely trusted by their colleagues is just so important.

00;25;08;21 - 00;25;29;18
Paul
I will say, Jess, when we first started having the conversations, there was many people telling me, Don't hire a CRO. And, you know, just it's not the right time for you. And one of the things that made me realize it was the right time and that you were the right person was the fact that you had been the consultant before you had lived in that consultant's shoes.

00;25;29;21 - 00;25;50;22
Paul
You understood that that transitional period of the cellar door model into more of a sales versus doer. And you actually had and what you said to me, it made, I think again, just brought a lot of just validation of the fact that this was the right position for you, was that you had the most respect for those clients or it to deliver great work.

00;25;50;25 - 00;25;54;28
Paul
And I think that just provided a lot of assurances for me that we made the right decision.

00;25;55;00 - 00;26;01;29
Jess
This is cathartic for me. Thanks for telling me all this stuff.

00;26;02;02 - 00;26;15;28
Meagan
That's the clip we'll using? All right. We're going to have to wrap it up shortly. But I do have one final question for you. So we're here right now in terms of your two months and what kind of keeps you up at night.

00;26;16;00 - 00;26;35;21
Jess
Yeah, it's funny because in prior work lives, there are all sorts of things that were keeping me up at night, probably for the wrong reasons. But here and I know I'm still in the honeymoon phase, but here what keeps me up at night is this just insane urgency to put into place all the things that I know can have a positive impact, right?

00;26;35;21 - 00;26;57;04
Jess
And like, I can't do it all overnight. And that's stressing me out because I'm an impatient person by nature. But when you're given an opportunity like this, it's just like, I have an LFG. Let's... go. You can put the ephemeral type of energy around this. And so that's what keeps me up at night, is like, Oh my gosh, I'm not getting to all the things that I know will have a big impact.

00;26;57;06 - 00;27;08;19
Jess
So I have to be pragmatic about what I can do and what time periods and but what keeps me up is just honestly the excitement of what is to come. And I mean it. That's like that's legit. Genuine.

00;27;08;22 - 00;27;35;00
Paul
Yeah. And like it's it's let's flip and go right. I think it's the second I think the Oh okay well that's the Canadian version I, I think second thing is that we yeah this company has been growing like crazy before we had a zero. So this is I think about where we could go now that we have a more some more structure in place is is hugely exciting for us in our organization.

00;27;35;00 - 00;27;51;17
Paul
It obviously gives us a lot of like ooh? Okay, let's get ready. So this is why I think it's so important and how just, you know, the fact that she's stressed out about getting these things in place for sure, because we it's basically we need to lay down the foundation to get ready because we are going to really expand even more so and looking forward to it.

00;27;51;17 - 00;27;54;25
Meagan
Paul, anything keeping you up at night or same? Same as Jess.

00;27;54;28 - 00;28;14;22
Paul
Yeah, everything keeps you up at night. It's I think you know, I think for those who may not have had a financial partner before, that's a whole new relationship brings a whole new level of learning and, and responsibility. So that obviously is, it's just the fact that I'm learning about that. It keeps me up at night, takes a lot of a lot of time.

00;28;14;29 - 00;28;32;12
Paul
And that also then translates to thinking about what our growth objectives are, where we're, you know, now we want to do certain KPIs with the organization that some structure in place that we actually are making right decisions. We have 200 and something people in which is continuing to grow. That's a lot of people to be responsible for. So all of those things keeps me up at night.

00;28;32;12 - 00;28;53;00
Paul
I think that's why I need to make sure that we have the right people in the right positions to help me and my partners grow the business. We know we need to grow and be responsible for the people here at Digg because they're our most important asset. And so bringing someone like Jess to help us and provide some assurances on some of those objectives I think is just the thing that will help me sleep at night.

00;28;53;03 - 00;29;01;14
Meagan
And before I go does anything, people should be on the lookout for anything, anything coming up, or are we going to be seeing more of you anywhere?

00;29;01;16 - 00;29;23;05
Jess
Well, yes. Thank you for asking. Yeah, I'm super excited to be building upon the tremendous work that you and the team have done with this podcast. Dig in. And so listeners will be hearing more for me in that capacity moving forward. So for season two, we're taking a bit of a different approach on leveraging Diggs expertise and passion for all things innovation.

00;29;23;05 - 00;29;47;28
Jess
So we're going to be interviewing really impressive and exciting brand insights, innovation leaders, and we want to hear their stories, right? We want to hear the story behind the story of some of the most exciting product launches campaigns, marketing ideas. So we really hope that Dig In becomes the podcast for brand professionals who crave innovation, inspiration. And I'm very excited to be a part of it.

00;29;48;01 - 00;30;01;16
Meagan
I can't wait. I will talk to both of you soon. Thanks for tuning in this week. Find us on LinkedIn at Dig Insights and don't forget to hit. Subscribe for a weekly dose of fresh content.