May 20, 2025 • 25 mins
In this special episode of Sales Pipeline Radio from the Forrester B2B Summit 2025 marketplace floor, Matt spoke with Latané Conant, Chief Revenue Officer at 6sense.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Matt Heinz (00:16):
All right, back again here on the marketplace
floor of Forrester B2B Summit.
Having a great day.
This has been so much funto be able to record these.
Thanks again to the Forresterteam for making this happen.
Very excited to have with usfor this episode, Latane Conant.
She is the CRO ChiefRevenue Officer at 6sense.
We did not plan this.
Your booth is right there.
Your booth is right across there.
My right there,
Latane Conant (00:35):
Matt.
It's perfect.
Matt Heinz (00:36):
It's right across.
I've been waving at them,they've been making faces at me.
Latane Conant (00:39):
It's perfect.
Matt Heinz (00:40):
Yeah.
No, it's been really great.
This has been a fun day.
Latane Conant (00:42):
What else am I, Matt?
What do we do together?
We're co-founders of what
Matt Heinz (00:46):
we bond over neuro neurodiverse children.
We complain about pipeline and, weco-founded the CMO Coffee Talk community.
Latane Conant (00:53):
We did, yeah,
we did.
One of our bestaccomplishments, I do believe it
Matt Heinz (00:57):
is, I'll tell you what,
Latane Conant (00:58):
if I may, say, so.
Matt Heinz (00:59):
You know, this our stated purposes of business, Heinz Marketing
is to positively impact careers andlives by enabling work that matters.
And that whole statement isimportant to me, but the positively
impact careers and lives.
Like what we have done,
Latane Conant (01:12):
we're doing that
Matt Heinz (01:13):
And I think you mentioned this, like you and I both put posts
up for the five year anniversary.
It was like March 18th or something, wasfive years from the first one we did.
I know, and we won't do thewhole backstory here, but you,
can get it online, but like itwasn't just the post to comments.
Latane Conant (01:25):
I know.
It's so awesome.
Matt Heinz (01:26):
The comments from people that have been impacted
personally, professionally.
I mean, you think abouta community, right?
Some communities reallyare glorified mailing list.
But I think a community is about,
Latane Conant (01:38):
or transactional.
Matt Heinz (01:39):
Yeah.
Or you just make it all aboutthe product and that's fine.
There's places for some of those,but a community that sustains is a
community that cares about each other.
It's community members for each other.
Like you are part of the productand you benefit from that.
But to see and hear the stories ofpeople that have benefited from each
other, that we have had a small partin bringing them together to make
that possible, it's pretty awesome.
Latane Conant (01:59):
It's awesome.
It's awesome.
Yeah.
It's one of our proudestaccomplishments, I
Matt Heinz (02:04):
believe.
I mean, honestly, I thinklike it's legacy stuff.
It's pretty incredible.
And I continue to be, just be thankfulthat you and I got to meet the
summer before Covid at a conference.
I know.
Latane Conant (02:12):
That's what's so great about these conferences.
Matt Heinz (02:14):
To be honest.
I brought that up in a lot ofthese sessions that you don't
have to be here for the keynote.
You can watch YouTube.
Right.
There's a lot of things here that youcould technically do, not in person,
but like our lizard brains wantto be in person with other people.
Latane Conant (02:26):
Totally.
Matt Heinz (02:26):
And meeting someone on LinkedIn or getting an email intro
or like follow you on LinkedIn isnothing, again, it's transactional.
Exactly.
Versus the real deep relationshipsyou get by seeing people in person.
Latane Conant (02:37):
Well, I think it's awesome to be here on the show
floor for it should be awesome.
Sales Pipeline Radio Sales.
Matt Heinz (02:43):
Pipeline radio.
Okay.
I have some serious questions for you.
We can go all kinds ofdifferent categories as well.
We can talk about Club6.
We talk about, I've cometotally around on Club6.
The first time I went to a Club6, likeit is a Latane special 'cause it's like.
Latane Conant (02:56):
Very, very bougie
Matt Heinz (02:58):
interior decorators have been here.
Latane Conant (03:00):
Yes.
Interior decoratorshave been, and someone's
Matt Heinz (03:02):
like, why are they going over the top?
I'm like, well, think about itlike you could meet a 6sense rep
at a Starbucks and that'd be fine.
Or you could meet them somewherethat feels this special,
Latane Conant (03:11):
but it's always packed.
Matt Heinz (03:12):
It is.
That's why it's a correlation.
And I've been to some otheractivations here in the past
years and they are not packed.
Latane Conant (03:18):
But you know what, it's not actually about the spend.
Or the money.
Mm-hmm.
And I would say this is something I do inmy personal life, is just the environment.
I always wanna create theright environment for people to
make meaningful relationships.
Mm-hmm.
And so I think about even our patioand like the way I've arranged
the patio so that when peoplecome over and we barbecue mm-hmm.
(03:40):
It's set up the right way.
Or how we do holidays or birthdaysor having kids up at the lake.
I just think that.
I naturally want people to connectand the environment, and I think
through, I think about the colors,I think about the space layout.
I think about thefabrics and the textiles.
(04:02):
I think about the smell.
I think about the music, the food.
I mean, it's all these little details.
That actually no one would noticeone thing, but when they all
come together, you just knowit's something really special.
So I always say that it's okay for otherpeople not to sweat the small stuff,
but we're gonna sweat the small stuff.
Matt Heinz (04:20):
And when you add those things together, it creates
a really magical environment.
Like I will compare it to a Disneylandwhere you've got people there
that will think about every littlething, every little part of the
experience, every part of the day.
And because you know that noteverything's gonna be perfect,
you know that it might rain.
If you're going to Orlando, it's probablygonna rain today at some point, right?
Yeah, yeah.
Or like your kids are gonna yelland the parents are gonna get upset
(04:42):
and the line's gonna be too long.
And so you almost have to, inthose kinda environments, like
over-engineer these moments.
Latane Conant (04:47):
That's why we have chargers.
Matt Heinz (04:49):
That's why you have charges, why you have caffeine is Yeah.
But I think to createa place like that and
Latane Conant (04:53):
band-aids,
Matt Heinz (04:55):
because it's not just what you do for people,
it's how you make them feel.
And I think you guys have beenreally, really smart at owning
that and investing in that.
And it's why you have the reputationthat you do as a business and why you
have the reputation you do as a leader.
So yeah, kudos to you guys for doing it.
It's been amazing.
Thank you.
Speaking of moments we've hadon the Coffee Talk, we've had
the Play Bigger team come andtalk about category creation.
(05:16):
And one of the things they talkabout category creation is this
concept of the lightning strike.
Latane Conant (05:20):
Yes.
Matt Heinz (05:20):
And I think you guys have been great at this lightning strike.
You had a big launch last week.
It was tons of things alltightly coordinated together.
So A (05:26):
talk about what you guys did last week, but then I really want to
hear more about why is the lightningstrike such an important component
of your go-to-market strategy?
Latane Conant (05:35):
So I have a saying, never waste a deadline.
And what I find is that especially inmarketing where there's no, it's not
the same thing as a sales team whereyou gotta close out the month and
close out the quarter and it restartsevery time in marketing, you know,
maybe we didn't get it this week,but we'll get it next week and then
we'll do, uh, the website's coming.
(05:57):
We updated a couple pages andthen we'll do some more and blah.
And quickly a month can turn into a year,can turn into a lot of half done stuff.
Mm-hmm.
And so part of the lightningstrike concept for me is
there's two windows of our year.
That like it's all gottacome together people.
Yeah.
Yeah.
It's gotta be the website, it's gotta beour ads, it's gotta be our look and feel.
(06:20):
It's gotta be some sort ofphysical event typically.
Mm-hmm.
It's analyst briefings.
It's ideally a product launch.
I think if you're a product company.
Mm-hmm.
Ideally you want a product launchbecause otherwise it's like
little drips and drabs and no onereally pays very much attention.
And so for us, we've got typicallya spring lightning strike and we
(06:42):
wanna do it before Forrester Summit.
Mm-hmm.
And then a fall lightning strike, whichis always around our customer conference.
And it is, again, what's gonna be our newmessage, how are we gonna keep it fresh?
How's the website gonna be updated?
We updated our brand lookand feel as part of this one.
Mm-hmm.
There's a lot of internalenablement that people don't see.
(07:05):
So Matt, you see like the bigevent, which we'll talk about.
But what you don't see ismultiple weeks of field kickoff
certifications, AE certifications,new pitch decks, new demo assets.
Yeah.
So that it is ready to roll from topto bottom across the revenue team,
(07:26):
and for this one in particular.
And so for those tuning in, weessentially launched a workflow engine.
And you might be like, wah,wah, wah, but wait a second.
Here's what's so cool about it.
If you think about a typical A BMplatform, it's built for accounts.
It's built to advertise typically atan account level or maybe personalize
(07:51):
a website at an account level.
So you do all this stuff inthere at the account level.
Then you turn around in your chair andyou gotta manage all of your contacts and
put those in nurtures and send direct mailbecause people have a whole nother system.
But the reality is you market to anaccount, you market to a persona,
(08:13):
but ultimately you engage with aperson and you don't wanna do it.
Just on display ads or on yourwebsite or there's sales involved too.
And so what we've done is we havebuilt one place where you can manage
account audiences, people audiences,persona audiences, and segment based
(08:35):
on anything your hearts desires.
And you can push to any channel.
And it all runs with our AI at the corebecause as companies are moving in and
out of different buying stages, I'm surewe're here, we've talked about buying
groups and buying group moves in and out.
(08:55):
And it's not a linear journey.
So if someone is in this stagetoday, and then tomorrow the buying
group moves to a different stage.
In real time.
Their campaign, theirplay is gonna change.
And so this is just stitchingtogether so many things to make it
so much more efficient and effectivefor marketers to build pipeline.
(09:15):
And I think what you're gonna love, Matt,is something you're passionate about
is the drain on marketing execution.
Mm-hmm.
And I know there's a stat, notForrester, but someone else similar
about just how hard orchestration is.
Right.
Like we're bringing thisall together in one place.
And what has been so interestingis when we demo it and we show it,
(09:41):
and the beta customers, they'relike, this is life changing.
This is amazing.
And then one of the beta customerssaid, for the first time, I can
show a picture of what I do.
Because it's an integratedcampaign, right.
And it's on this workflow Right.
And that's a byproduct.
We didn't obviously design it so thatyou could build PowerPoint slides
of your campaigns, but I was like,wow that's how difficult it's been.
(10:05):
Think about running itmuch less explaining it.
Yeah.
And so this is now live andwhat's really cool about it is
every 6sense customer gets this.
So it's not anotherproduct, it's not an add-on.
It's gonna be rolling out in everyone'sinstances over the next couple months.
Matt Heinz (10:23):
I don't think people realize how rare that is.
Usually when you do a lightning strike,you have a new product, you're like,
oh, and you're gonna pay another $8,000a month for this, as opposed to saying
this is now just what everyone gets.
Latane Conant (10:32):
It is.
And it's important for usbecause we're a platform.
And what I'm noticing now is there'sthis new theme around Unbundled A
BM and I'm gonna take this data andpay all this for this credits and
those credits and put it in here anddo it in there, and pay consultants
to do this, that and the other.
(10:53):
And I'm like.
Oh my God, we're going so far backwards.
Yep.
This is a nightmare.
This is expensive.
And it's not like I wantus out of our own way.
And so for me, the direction thatwe're taking is to make it easy.
And I think for a long time, 6sensewas like, oh my gosh, the AI and
(11:16):
very technically forward and mm-hmm.
And.
Now A, that stuff is just white noise.
Yeah.
But B, I wanna be the easy company.
Mm-hmm.
You know?
Mm-hmm.
I think that we used to appealto like the early adopters.
Yeah.
And now I'm like, if you wannago tinker in 72 tools, yeah.
Do that.
But when you're readyfor it to just be easy.
(11:39):
Come to us.
Well, and that's part of our newpricing and packaging strategy too.
Matt Heinz (11:43):
You mentioned sort of the visuals of the
workflow and how it all works.
And I think the visuals are reallyimportant because I think you still see
a lot of companies saying like, well, howmuch did we get from our digital campaign?
Or We did this event,what pipeline came from?
Latane Conant (11:54):
And then it's like, no, here's the event and here's
it's a Body Work's ads that ran.
Yeah.
And here's the pre-webinar that we ranand the post blog we sent and you're
right, it, it will help with that too.
Matt Heinz (12:04):
For some companies, that's the inconvenient truth of how
modern B2B works is that you have todo a lot of these things together.
And I wish it was easier, but it's notif you want to drive predictable outcomes
from a large, complex deal cycles.
The other thing you mentioned is partof that that I think is really important
around the lightning strike is theforcing function to get things done.
On time, like you mentioned sort ofcollaboration drag and the fact that
(12:27):
like it's so much harder now with thesecomplex motions to get things done.
Speed to market is becomingincreasingly difficult.
When you could say on March25th, we are launching.
Latane Conant (12:37):
We are launching, right?
Yeah, we are launching.
And what was so fun about this oneis, uh, obviously we're customer
zero of our own product, but weused the workflow product mm-hmm.
To run.
The workflow product launch, right?
So the lightning strike is inthere, in our instance and all the
different little activations that wedid around this to make it possible.
(12:59):
And of course in 6sensefashion, we made it.
I think entertaining and
Matt Heinz (13:03):
Oh yeah.
If you haven't seen it, I know we havea no pitch rule in CMO coffee talk.
We don't have one here, butdefinitely go to 6sense.
Check out the launch video.
Latane Conant (13:11):
It's not long too.
We made it short on purpose,
Matt Heinz (13:13):
but it is entertaining.
Yes.
It literally is entertaining.
It's fun to watch.
I think.
Hopefully it'll give you some ideasfor what you might want to do for
some of your own launches as well.
We don't have to make B2B boring.
We can make it something that hassome entertainment value that people
actually wanna spend time with.
I think it's important weare live here on the floor.
I think sessions musthave gotten over Latane.
It's getting a lot busiernoisier here, which is awesome.
We're live on the Forrester B2B Summitmarketplace floor with Latane Conant.
(13:37):
When we first met youwere the CMO at 6sense.
You are now the CRO.
You've been the CRO now forI think a little over a year.
Not every CMO wants that job, but I'mtalking to more and more that say, listen,
the next step for me is now that you haveshown the path, now that others have shown
the path, like a year in give a summaryof the experience and you know, what
would be advice you'd give to CMOs thatare interested in making a similar jump?
Latane Conant (14:00):
So I think first of all, understand.
The scope of what CRO role you arestepping into because they vary vastly.
The one that I happen to stepinto has all of post-sale mm-hmm.
As well as sales.
Mm-hmm.
And as well as partnerships.
And then of course marketing.
So I think the first thingis you gotta prioritize.
(14:22):
My scope is so broad.
That I was like, I need to prioritizethe stuff I give an F about and the
stuff I don't give an F about right now.
You know?
And I would be very open with the execteam, like, why aren't we doing this?
And I'm like, yeah, we'renot doing that right now.
I'm sorry.
It's a great idea.
I'd love to do it.
That's two quarters out.
But I knew in my head the priorityof what I wanted to do and where I
(14:44):
wanted to make the most progress.
I would say I've learned a lot andthe number one thing that I have
learned is you have to have a revops partner and I didn't have that.
Mm-hmm.
For the bulk of it.
And I just now have thatand it has changed my life.
(15:06):
So if you were thinking about doingthis, you need to be two in a box.
Don't do it without knowingthat you are gonna have a kick
ass revenue operations partner.
Yeah.
Because.
Otherwise you were always like graspingfor the data and the information.
My CS team runs on Gainsight, my salesteam is in Gong, most of our reporting
(15:28):
and marketing is in Salesforce, andthen there's Contato, which is where
all the onboarding data is and then,oh, and we have an EDW, which is
where all the product usage data is.
And so you can reallyquickly not know what's up.
Yep.
And so having that,that's kind of part one.
And then part two is I've really embracedsomething that I call winning the week.
(15:52):
Mm-hmm.
And I think that if you have ateam of any scale, you have to
show people how to win the week.
Yeah.
And this is not being, bigBrother or micromanaging if
you've got 200 salespeople.
And many of them are first timesalespeople or they just got promoted
(16:13):
to enterprise from commercial.
They need to know, I need tomake this many calls today.
I need this many meetings on my calendar.
I need this many stage zeros every week.
I need to be having thiskind of progression call.
And if they don't have that structure,then it's really easy to just.
Pop up and not be successful.
Mm-hmm.
And so I rolled out winning theweek, but I started it with me.
(16:36):
Mm-hmm.
And I started it with my week,and my week has so much more
structure, Matt, I hate habits.
I get bored really easily.
So it's been a big.
Big change for me.
But every Monday, allday Monday is forecast.
Wow.
And there's a million different forecastsnow that I have to be on top of.
Right.
Our obviously pipeline, obviously sales.
(16:58):
Then there's renewals.
We forecast onboardings andthe health of onboardings.
We forecast product adoption,so that's part of it.
We forecast hiring.
'cause if you get behind onhiring in sales, that's a problem.
Yep.
So literally it's 10 hours of forecast.
Wow.
But I know then coming into the week, ifmy CEO calls me or I get asked something.
(17:23):
I'm data ready.
Mm-hmm.
And so that's the point of that.
And then trying to organize sothat I have chunks of time where
I can be in market and be out withcustomers and be with the team.
And then Friday is all about inspection.
Hmm.
And that's looking at scorecardsand saying who's falling behind?
Team by team who's falling behind.
(17:43):
And what do we need todo to course correct?
Because, if you have a processand you don't inspect it, you
may as well not have the process.
People are not gonna follow the processunless they know you're inspecting it.
So that's been a big change for me.
And I would say those are the twomost important things to think about.
If you're gonna step into this.
Matt Heinz (18:01):
Yeah.
Thank you for sharing that.
You've always been very open and honestabout the experience, the good and
the bad, and the things that you'relearning and things you're adjusting to.
I wanted to ask you about the communitythough, because I think some people
listening have heard the origin storyof the breakfast and getting shut down
with COVID and then moving it to online.
We had a lot of sponsors ofthose breakfasts over the
years and a lot of them, werelooking for short term pipeline.
Latane Conant (18:24):
I know.
I remember they would pay you.
They'd be like, we just wantwhoever comes as a lead.
Yeah.
And we pay you like acertain amount per lead.
Matt Heinz (18:30):
Yeah.
Or they would say like, Hey, let's startwith two breakfasts, and if we get enough
pipeline out of those, then we'll do more.
I'm like, you're not thinking about this.
Right?
And so when we converted todoing online, it was just really
serendipitous to have it with youbecause you got the same vision.
In fact, you got it better than I did.
You said.
We're not recording Fridays, you said,we're only letting CMOs and heads of
marketing be part of this, and thoseare foundational elements that have
(18:53):
helped us grow five years later.
You guys are still investing,not just in this community,
but the BDR coffee talk mm-hmm.
Your customer community.
Mm-hmm.
The empowered communitycontinues to go strong.
So I guess, how do you see communitiesfitting into the broader 6sense strategy.
'Cause you would imagine I get a lot ofpeople asking me, how does this work?
How do we replicate it?
And I'll be honest, most of them Ican tell, aren't willing to invest.
(19:16):
Yeah.
They aren't willing to do theresources and the time Yeah.
To do it well.
Latane Conant (19:21):
So I think you need to understand the kind of product
that you're selling and the kindof brand that you wanna create.
Right.
And so for us.
We are a platform.
Mm-hmm.
Which means multiple personas useus, multiple personas need to adopt.
We also are transformational, right?
(19:43):
So you're gonna bring 6sense inand you're gonna have to change.
You're gonna have to change your process.
You might have to change thetype of people that you hire.
You're gonna have to changepotentially how you talk about success.
This is not an app mm-hmm.
That you're putting on yourwebsite to chat with people.
Right.
And so, it's very different.
And so we knew that early on that forpeople to be successful on our platform,
(20:04):
they had to be successful in their roles.
They had to be successful withthemselves, they had to be strong leaders.
And we wanted to be able to investin the full function, knowing that as
marketers, again, became more confident,had other people to bounce ideas off
of, were more respected in the C-Suite,they would be able to then go and
(20:26):
drive the kind of transformation thatwe knew was necessary with 6sense.
And so that's the underlying hypothesis.
What's interesting is it'sa long game for a while.
And then it becomes not,it becomes so obvious.
Yeah.
And I also just think that you haveto have the right personality types
(20:47):
of people that actually wanna help.
Mm-hmm.
And wanna share and wanna seeother people do better and
are willing to be vulnerable.
Otherwise, it's just not gonna work.
Right, right, right.
And with our other community,to get that one off the ground,
'cause that's a user community.
Mm-hmm.
And the whole thing with theuser community is they don't want
me answering their questions.
(21:08):
They want another customeranswering their questions.
Right.
Right.
And so for a long time we'd haveto go and email a customer and say,
will you please go into Rev Cityand answer this person's question?
You know?
Yeah.
And we'd have to tell our CSMsdo not answer the question.
Wait for another customer to ask itor do not answer customer's questions.
Have them post it in Rev City.
So it's a big behavioral change, butthen you all of a sudden reach this
(21:31):
tipping point and now questions getanswered in less than 10 minutes.
Mm-hmm.
So, I don't know.
I feel like it has created.
A competitive mode mm-hmm.
Of sorts.
Mm-hmm.
Mm-hmm.
For us and I'm also very conscious, Matt,that it can get destroyed in minutes too.
Yeah.
Like success takes the stairsand failure takes the elevator.
(21:52):
So it's like a few bad actors,a few I think failure's
Matt Heinz (21:57):
one of those like poles in the fire department.
Yeah.
Where it's just immediately on the floor.
It happens very quickly.
It
Latane Conant (22:02):
happens quickly.
And so that's also not lost on me.
Like how do we keep it.
Fresh and interesting.
Yeah.
Matt Heinz (22:08):
And,
Latane Conant (22:08):
And we went through that where we had a lot of, like
consultants and stuff like that.
Mm-hmm.
We had to do a little bit of a purge.
Mm-hmm.
Mm-hmm.
So, it's not set and forget.
Matt Heinz (22:17):
It's definitely not.
And I think, as long as you continueto put the audience needs in front.
It's almost that three steps isfaster than one mentality, right?
Like you could get pitchy ina community like this and get
some immediate conversions.
It will kill the long-termsustainability of the community.
But if you provide value on aregular basis, something they
want to keep coming back to.
I mean, we've talked about this.
I don't care as much about number ofpeople in the CMO coffee talk community
(22:39):
as much as I care about engagements.
Latane Conant (22:40):
No, I'd rather have less.
I want
Matt Heinz (22:41):
the right people engaging more.
And so I'm constantly thinkingabout how do I get more
people showing up more often?
How do I get more people on more Fridays?
How do I get more peopleto engage in Slack?
And it's not about having more, it'sabout having the right experience.
Something that is truly unique andfor this audience that is let's
face it, like very busy, lots ofother things they could go do.
Yeah, there's countless otherCMO groups, let alone other
(23:02):
things pulling for their time.
Why do we remain a part of their week?.
We've done it for five years, but Ithink it's not something you can rest on.
You gotta keep thinking about it.
Latane Conant (23:12):
Yeah.
Yeah.
And I think we are, I also somewhatthink the ritual is really good.
Mm-hmm.
Because I've noticed.
There's other communities where it'sdinners and they're in the city.
And then if that night doesn'twork, that night doesn't work.
This is nice 'cause you plug in any Fridayand we're there, we're doing our thing.
And guess what, if you're busy abunch of Fridays, that's cool too.
(23:35):
Come and go as we'll be here next Friday.
Yeah.
We'll be here.
Same shenanigans.
Yeah.
So.
Matt Heinz (23:40):
Yeah.
Consistency Yes.
Is important.
You and I talked about this I think like ayear, year and a half in started thinking,
oh, we could do all these other things.
And I think we both kinda lookedat it and said, what we are
good at is Friday mornings.
Latane Conant (23:51):
Yeah.
And then I don't wannabe tired for Friday.
You know what I mean?
But you are so high energy.
I don't know.
You do that, then youdo the thing with Brent.
It's amazing.
I will say Friday after I do too.
Mm-hmm.
I'm toast.
Matt Heinz (24:04):
It's a lot.
So you're in Chicago,so your start at seven?
Mine start at five.
My day ends at noon on Fridaysand I've got the afternoon blocked
either to catch up or for naps.
Latane Conant (24:14):
Yeah, I know, because even though it's on Zoom.
Yeah.
I literally try to put somuch positive energy Oh, yeah.
Into that Zoom.
Matt Heinz (24:24):
Yeah.
Latane Conant (24:24):
And I think we all are sitting there doing that.
Can we just make things a little morepositive for, an hour for everyone?
Matt Heinz (24:30):
But it matters.
And again, like it'sactually really intense.
And I don't know if we've talkedabout this before, but there's the
conversation happening and then there'scoordinating people on the backend and
then there's trying to keep the chatgoing and then there's referencing
sort of non-sequitur to keep it fun.
It is very much a systematic way.
You do have to be quick, butI think that's why people like
it is 'cause it's topical.
It's valuable.
Yeah.
But it's also not too serious.
(24:50):
Mm-hmm.
You know, it's a group of friends gettingtogether and talking about something
of interest and I think it's useful.
So Latane Conant, CRO of 6sense.
Thank you so much for be on the show.
Okay.
Latane Conant (24:59):
Love you, Matt.
Matt Heinz (24:59):
I love you too.
We'll see you guys soon.
Latane Conant (25:01):
Bye.
All right, back again here on the marketplace
floor of Forrester B2B Summit.
Having a great day.
This has been so much funto be able to record these.
Thanks again to the Forresterteam for making this happen.
Very excited to have with usfor this episode, Latane Conant.
She is the CRO ChiefRevenue Officer at 6sense.
We did not plan this.
Your booth is right there.
Your booth is right across there.
My right there,
Latane Conant (00:35):
Matt.
It's perfect.
Matt Heinz (00:36):
It's right across.
I've been waving at them,they've been making faces at me.
Latane Conant (00:39):
It's perfect.
Matt Heinz (00:40):
Yeah.
No, it's been really great.
This has been a fun day.
Latane Conant (00:42):
What else am I, Matt?
What do we do together?
We're co-founders of what
Matt Heinz (00:46):
we bond over neuro neurodiverse children.
We complain about pipeline and, weco-founded the CMO Coffee Talk community.
Latane Conant (00:53):
We did, yeah,
we did.
One of our bestaccomplishments, I do believe it
Matt Heinz (00:57):
is, I'll tell you what,
Latane Conant (00:58):
if I may, say, so.
Matt Heinz (00:59):
You know, this our stated purposes of business, Heinz Marketing
is to positively impact careers andlives by enabling work that matters.
And that whole statement isimportant to me, but the positively
impact careers and lives.
Like what we have done,
Latane Conant (01:12):
we're doing that
Matt Heinz (01:13):
And I think you mentioned this, like you and I both put posts
up for the five year anniversary.
It was like March 18th or something, wasfive years from the first one we did.
I know, and we won't do thewhole backstory here, but you,
can get it online, but like itwasn't just the post to comments.
Latane Conant (01:25):
I know.
It's so awesome.
Matt Heinz (01:26):
The comments from people that have been impacted
personally, professionally.
I mean, you think abouta community, right?
Some communities reallyare glorified mailing list.
But I think a community is about,
Latane Conant (01:38):
or transactional.
Matt Heinz (01:39):
Yeah.
Or you just make it all aboutthe product and that's fine.
There's places for some of those,but a community that sustains is a
community that cares about each other.
It's community members for each other.
Like you are part of the productand you benefit from that.
But to see and hear the stories ofpeople that have benefited from each
other, that we have had a small partin bringing them together to make
that possible, it's pretty awesome.
Latane Conant (01:59):
It's awesome.
It's awesome.
Yeah.
It's one of our proudestaccomplishments, I
Matt Heinz (02:04):
believe.
I mean, honestly, I thinklike it's legacy stuff.
It's pretty incredible.
And I continue to be, just be thankfulthat you and I got to meet the
summer before Covid at a conference.
I know.
Latane Conant (02:12):
That's what's so great about these conferences.
Matt Heinz (02:14):
To be honest.
I brought that up in a lot ofthese sessions that you don't
have to be here for the keynote.
You can watch YouTube.
Right.
There's a lot of things here that youcould technically do, not in person,
but like our lizard brains wantto be in person with other people.
Latane Conant (02:26):
Totally.
Matt Heinz (02:26):
And meeting someone on LinkedIn or getting an email intro
or like follow you on LinkedIn isnothing, again, it's transactional.
Exactly.
Versus the real deep relationshipsyou get by seeing people in person.
Latane Conant (02:37):
Well, I think it's awesome to be here on the show
floor for it should be awesome.
Sales Pipeline Radio Sales.
Matt Heinz (02:43):
Pipeline radio.
Okay.
I have some serious questions for you.
We can go all kinds ofdifferent categories as well.
We can talk about Club6.
We talk about, I've cometotally around on Club6.
The first time I went to a Club6, likeit is a Latane special 'cause it's like.
Latane Conant (02:56):
Very, very bougie
Matt Heinz (02:58):
interior decorators have been here.
Latane Conant (03:00):
Yes.
Interior decoratorshave been, and someone's
Matt Heinz (03:02):
like, why are they going over the top?
I'm like, well, think about itlike you could meet a 6sense rep
at a Starbucks and that'd be fine.
Or you could meet them somewherethat feels this special,
Latane Conant (03:11):
but it's always packed.
Matt Heinz (03:12):
It is.
That's why it's a correlation.
And I've been to some otheractivations here in the past
years and they are not packed.
Latane Conant (03:18):
But you know what, it's not actually about the spend.
Or the money.
Mm-hmm.
And I would say this is something I do inmy personal life, is just the environment.
I always wanna create theright environment for people to
make meaningful relationships.
Mm-hmm.
And so I think about even our patioand like the way I've arranged
the patio so that when peoplecome over and we barbecue mm-hmm.
(03:40):
It's set up the right way.
Or how we do holidays or birthdaysor having kids up at the lake.
I just think that.
I naturally want people to connectand the environment, and I think
through, I think about the colors,I think about the space layout.
I think about thefabrics and the textiles.
(04:02):
I think about the smell.
I think about the music, the food.
I mean, it's all these little details.
That actually no one would noticeone thing, but when they all
come together, you just knowit's something really special.
So I always say that it's okay for otherpeople not to sweat the small stuff,
but we're gonna sweat the small stuff.
Matt Heinz (04:20):
And when you add those things together, it creates
a really magical environment.
Like I will compare it to a Disneylandwhere you've got people there
that will think about every littlething, every little part of the
experience, every part of the day.
And because you know that noteverything's gonna be perfect,
you know that it might rain.
If you're going to Orlando, it's probablygonna rain today at some point, right?
Yeah, yeah.
Or like your kids are gonna yelland the parents are gonna get upset
(04:42):
and the line's gonna be too long.
And so you almost have to, inthose kinda environments, like
over-engineer these moments.
Latane Conant (04:47):
That's why we have chargers.
Matt Heinz (04:49):
That's why you have charges, why you have caffeine is Yeah.
But I think to createa place like that and
Latane Conant (04:53):
band-aids,
Matt Heinz (04:55):
because it's not just what you do for people,
it's how you make them feel.
And I think you guys have beenreally, really smart at owning
that and investing in that.
And it's why you have the reputationthat you do as a business and why you
have the reputation you do as a leader.
So yeah, kudos to you guys for doing it.
It's been amazing.
Thank you.
Speaking of moments we've hadon the Coffee Talk, we've had
the Play Bigger team come andtalk about category creation.
(05:16):
And one of the things they talkabout category creation is this
concept of the lightning strike.
Latane Conant (05:20):
Yes.
Matt Heinz (05:20):
And I think you guys have been great at this lightning strike.
You had a big launch last week.
It was tons of things alltightly coordinated together.
So A (05:26):
talk about what you guys did last week, but then I really want to
hear more about why is the lightningstrike such an important component
of your go-to-market strategy?
Latane Conant (05:35):
So I have a saying, never waste a deadline.
And what I find is that especially inmarketing where there's no, it's not
the same thing as a sales team whereyou gotta close out the month and
close out the quarter and it restartsevery time in marketing, you know,
maybe we didn't get it this week,but we'll get it next week and then
we'll do, uh, the website's coming.
(05:57):
We updated a couple pages andthen we'll do some more and blah.
And quickly a month can turn into a year,can turn into a lot of half done stuff.
Mm-hmm.
And so part of the lightningstrike concept for me is
there's two windows of our year.
That like it's all gottacome together people.
Yeah.
Yeah.
It's gotta be the website, it's gotta beour ads, it's gotta be our look and feel.
(06:20):
It's gotta be some sort ofphysical event typically.
Mm-hmm.
It's analyst briefings.
It's ideally a product launch.
I think if you're a product company.
Mm-hmm.
Ideally you want a product launchbecause otherwise it's like
little drips and drabs and no onereally pays very much attention.
And so for us, we've got typicallya spring lightning strike and we
(06:42):
wanna do it before Forrester Summit.
Mm-hmm.
And then a fall lightning strike, whichis always around our customer conference.
And it is, again, what's gonna be our newmessage, how are we gonna keep it fresh?
How's the website gonna be updated?
We updated our brand lookand feel as part of this one.
Mm-hmm.
There's a lot of internalenablement that people don't see.
(07:05):
So Matt, you see like the bigevent, which we'll talk about.
But what you don't see ismultiple weeks of field kickoff
certifications, AE certifications,new pitch decks, new demo assets.
Yeah.
So that it is ready to roll from topto bottom across the revenue team,
(07:26):
and for this one in particular.
And so for those tuning in, weessentially launched a workflow engine.
And you might be like, wah,wah, wah, but wait a second.
Here's what's so cool about it.
If you think about a typical A BMplatform, it's built for accounts.
It's built to advertise typically atan account level or maybe personalize
(07:51):
a website at an account level.
So you do all this stuff inthere at the account level.
Then you turn around in your chair andyou gotta manage all of your contacts and
put those in nurtures and send direct mailbecause people have a whole nother system.
But the reality is you market to anaccount, you market to a persona,
(08:13):
but ultimately you engage with aperson and you don't wanna do it.
Just on display ads or on yourwebsite or there's sales involved too.
And so what we've done is we havebuilt one place where you can manage
account audiences, people audiences,persona audiences, and segment based
(08:35):
on anything your hearts desires.
And you can push to any channel.
And it all runs with our AI at the corebecause as companies are moving in and
out of different buying stages, I'm surewe're here, we've talked about buying
groups and buying group moves in and out.
(08:55):
And it's not a linear journey.
So if someone is in this stagetoday, and then tomorrow the buying
group moves to a different stage.
In real time.
Their campaign, theirplay is gonna change.
And so this is just stitchingtogether so many things to make it
so much more efficient and effectivefor marketers to build pipeline.
(09:15):
And I think what you're gonna love, Matt,is something you're passionate about
is the drain on marketing execution.
Mm-hmm.
And I know there's a stat, notForrester, but someone else similar
about just how hard orchestration is.
Right.
Like we're bringing thisall together in one place.
And what has been so interestingis when we demo it and we show it,
(09:41):
and the beta customers, they'relike, this is life changing.
This is amazing.
And then one of the beta customerssaid, for the first time, I can
show a picture of what I do.
Because it's an integratedcampaign, right.
And it's on this workflow Right.
And that's a byproduct.
We didn't obviously design it so thatyou could build PowerPoint slides
of your campaigns, but I was like,wow that's how difficult it's been.
(10:05):
Think about running itmuch less explaining it.
Yeah.
And so this is now live andwhat's really cool about it is
every 6sense customer gets this.
So it's not anotherproduct, it's not an add-on.
It's gonna be rolling out in everyone'sinstances over the next couple months.
Matt Heinz (10:23):
I don't think people realize how rare that is.
Usually when you do a lightning strike,you have a new product, you're like,
oh, and you're gonna pay another $8,000a month for this, as opposed to saying
this is now just what everyone gets.
Latane Conant (10:32):
It is.
And it's important for usbecause we're a platform.
And what I'm noticing now is there'sthis new theme around Unbundled A
BM and I'm gonna take this data andpay all this for this credits and
those credits and put it in here anddo it in there, and pay consultants
to do this, that and the other.
(10:53):
And I'm like.
Oh my God, we're going so far backwards.
Yep.
This is a nightmare.
This is expensive.
And it's not like I wantus out of our own way.
And so for me, the direction thatwe're taking is to make it easy.
And I think for a long time, 6sensewas like, oh my gosh, the AI and
(11:16):
very technically forward and mm-hmm.
And.
Now A, that stuff is just white noise.
Yeah.
But B, I wanna be the easy company.
Mm-hmm.
You know?
Mm-hmm.
I think that we used to appealto like the early adopters.
Yeah.
And now I'm like, if you wannago tinker in 72 tools, yeah.
Do that.
But when you're readyfor it to just be easy.
(11:39):
Come to us.
Well, and that's part of our newpricing and packaging strategy too.
Matt Heinz (11:43):
You mentioned sort of the visuals of the
workflow and how it all works.
And I think the visuals are reallyimportant because I think you still see
a lot of companies saying like, well, howmuch did we get from our digital campaign?
Or We did this event,what pipeline came from?
Latane Conant (11:54):
And then it's like, no, here's the event and here's
it's a Body Work's ads that ran.
Yeah.
And here's the pre-webinar that we ranand the post blog we sent and you're
right, it, it will help with that too.
Matt Heinz (12:04):
For some companies, that's the inconvenient truth of how
modern B2B works is that you have todo a lot of these things together.
And I wish it was easier, but it's notif you want to drive predictable outcomes
from a large, complex deal cycles.
The other thing you mentioned is partof that that I think is really important
around the lightning strike is theforcing function to get things done.
On time, like you mentioned sort ofcollaboration drag and the fact that
(12:27):
like it's so much harder now with thesecomplex motions to get things done.
Speed to market is becomingincreasingly difficult.
When you could say on March25th, we are launching.
Latane Conant (12:37):
We are launching, right?
Yeah, we are launching.
And what was so fun about this oneis, uh, obviously we're customer
zero of our own product, but weused the workflow product mm-hmm.
To run.
The workflow product launch, right?
So the lightning strike is inthere, in our instance and all the
different little activations that wedid around this to make it possible.
(12:59):
And of course in 6sensefashion, we made it.
I think entertaining and
Matt Heinz (13:03):
Oh yeah.
If you haven't seen it, I know we havea no pitch rule in CMO coffee talk.
We don't have one here, butdefinitely go to 6sense.
Check out the launch video.
Latane Conant (13:11):
It's not long too.
We made it short on purpose,
Matt Heinz (13:13):
but it is entertaining.
Yes.
It literally is entertaining.
It's fun to watch.
I think.
Hopefully it'll give you some ideasfor what you might want to do for
some of your own launches as well.
We don't have to make B2B boring.
We can make it something that hassome entertainment value that people
actually wanna spend time with.
I think it's important weare live here on the floor.
I think sessions musthave gotten over Latane.
It's getting a lot busiernoisier here, which is awesome.
We're live on the Forrester B2B Summitmarketplace floor with Latane Conant.
(13:37):
When we first met youwere the CMO at 6sense.
You are now the CRO.
You've been the CRO now forI think a little over a year.
Not every CMO wants that job, but I'mtalking to more and more that say, listen,
the next step for me is now that you haveshown the path, now that others have shown
the path, like a year in give a summaryof the experience and you know, what
would be advice you'd give to CMOs thatare interested in making a similar jump?
Latane Conant (14:00):
So I think first of all, understand.
The scope of what CRO role you arestepping into because they vary vastly.
The one that I happen to stepinto has all of post-sale mm-hmm.
As well as sales.
Mm-hmm.
And as well as partnerships.
And then of course marketing.
So I think the first thingis you gotta prioritize.
(14:22):
My scope is so broad.
That I was like, I need to prioritizethe stuff I give an F about and the
stuff I don't give an F about right now.
You know?
And I would be very open with the execteam, like, why aren't we doing this?
And I'm like, yeah, we'renot doing that right now.
I'm sorry.
It's a great idea.
I'd love to do it.
That's two quarters out.
But I knew in my head the priorityof what I wanted to do and where I
(14:44):
wanted to make the most progress.
I would say I've learned a lot andthe number one thing that I have
learned is you have to have a revops partner and I didn't have that.
Mm-hmm.
For the bulk of it.
And I just now have thatand it has changed my life.
(15:06):
So if you were thinking about doingthis, you need to be two in a box.
Don't do it without knowingthat you are gonna have a kick
ass revenue operations partner.
Yeah.
Because.
Otherwise you were always like graspingfor the data and the information.
My CS team runs on Gainsight, my salesteam is in Gong, most of our reporting
(15:28):
and marketing is in Salesforce, andthen there's Contato, which is where
all the onboarding data is and then,oh, and we have an EDW, which is
where all the product usage data is.
And so you can reallyquickly not know what's up.
Yep.
And so having that,that's kind of part one.
And then part two is I've really embracedsomething that I call winning the week.
(15:52):
Mm-hmm.
And I think that if you have ateam of any scale, you have to
show people how to win the week.
Yeah.
And this is not being, bigBrother or micromanaging if
you've got 200 salespeople.
And many of them are first timesalespeople or they just got promoted
(16:13):
to enterprise from commercial.
They need to know, I need tomake this many calls today.
I need this many meetings on my calendar.
I need this many stage zeros every week.
I need to be having thiskind of progression call.
And if they don't have that structure,then it's really easy to just.
Pop up and not be successful.
Mm-hmm.
And so I rolled out winning theweek, but I started it with me.
(16:36):
Mm-hmm.
And I started it with my week,and my week has so much more
structure, Matt, I hate habits.
I get bored really easily.
So it's been a big.
Big change for me.
But every Monday, allday Monday is forecast.
Wow.
And there's a million different forecastsnow that I have to be on top of.
Right.
Our obviously pipeline, obviously sales.
(16:58):
Then there's renewals.
We forecast onboardings andthe health of onboardings.
We forecast product adoption,so that's part of it.
We forecast hiring.
'cause if you get behind onhiring in sales, that's a problem.
Yep.
So literally it's 10 hours of forecast.
Wow.
But I know then coming into the week, ifmy CEO calls me or I get asked something.
(17:23):
I'm data ready.
Mm-hmm.
And so that's the point of that.
And then trying to organize sothat I have chunks of time where
I can be in market and be out withcustomers and be with the team.
And then Friday is all about inspection.
Hmm.
And that's looking at scorecardsand saying who's falling behind?
Team by team who's falling behind.
(17:43):
And what do we need todo to course correct?
Because, if you have a processand you don't inspect it, you
may as well not have the process.
People are not gonna follow the processunless they know you're inspecting it.
So that's been a big change for me.
And I would say those are the twomost important things to think about.
If you're gonna step into this.
Matt Heinz (18:01):
Yeah.
Thank you for sharing that.
You've always been very open and honestabout the experience, the good and
the bad, and the things that you'relearning and things you're adjusting to.
I wanted to ask you about the communitythough, because I think some people
listening have heard the origin storyof the breakfast and getting shut down
with COVID and then moving it to online.
We had a lot of sponsors ofthose breakfasts over the
years and a lot of them, werelooking for short term pipeline.
Latane Conant (18:24):
I know.
I remember they would pay you.
They'd be like, we just wantwhoever comes as a lead.
Yeah.
And we pay you like acertain amount per lead.
Matt Heinz (18:30):
Yeah.
Or they would say like, Hey, let's startwith two breakfasts, and if we get enough
pipeline out of those, then we'll do more.
I'm like, you're not thinking about this.
Right?
And so when we converted todoing online, it was just really
serendipitous to have it with youbecause you got the same vision.
In fact, you got it better than I did.
You said.
We're not recording Fridays, you said,we're only letting CMOs and heads of
marketing be part of this, and thoseare foundational elements that have
(18:53):
helped us grow five years later.
You guys are still investing,not just in this community,
but the BDR coffee talk mm-hmm.
Your customer community.
Mm-hmm.
The empowered communitycontinues to go strong.
So I guess, how do you see communitiesfitting into the broader 6sense strategy.
'Cause you would imagine I get a lot ofpeople asking me, how does this work?
How do we replicate it?
And I'll be honest, most of them Ican tell, aren't willing to invest.
(19:16):
Yeah.
They aren't willing to do theresources and the time Yeah.
To do it well.
Latane Conant (19:21):
So I think you need to understand the kind of product
that you're selling and the kindof brand that you wanna create.
Right.
And so for us.
We are a platform.
Mm-hmm.
Which means multiple personas useus, multiple personas need to adopt.
We also are transformational, right?
(19:43):
So you're gonna bring 6sense inand you're gonna have to change.
You're gonna have to change your process.
You might have to change thetype of people that you hire.
You're gonna have to changepotentially how you talk about success.
This is not an app mm-hmm.
That you're putting on yourwebsite to chat with people.
Right.
And so, it's very different.
And so we knew that early on that forpeople to be successful on our platform,
(20:04):
they had to be successful in their roles.
They had to be successful withthemselves, they had to be strong leaders.
And we wanted to be able to investin the full function, knowing that as
marketers, again, became more confident,had other people to bounce ideas off
of, were more respected in the C-Suite,they would be able to then go and
(20:26):
drive the kind of transformation thatwe knew was necessary with 6sense.
And so that's the underlying hypothesis.
What's interesting is it'sa long game for a while.
And then it becomes not,it becomes so obvious.
Yeah.
And I also just think that you haveto have the right personality types
(20:47):
of people that actually wanna help.
Mm-hmm.
And wanna share and wanna seeother people do better and
are willing to be vulnerable.
Otherwise, it's just not gonna work.
Right, right, right.
And with our other community,to get that one off the ground,
'cause that's a user community.
Mm-hmm.
And the whole thing with theuser community is they don't want
me answering their questions.
(21:08):
They want another customeranswering their questions.
Right.
Right.
And so for a long time we'd haveto go and email a customer and say,
will you please go into Rev Cityand answer this person's question?
You know?
Yeah.
And we'd have to tell our CSMsdo not answer the question.
Wait for another customer to ask itor do not answer customer's questions.
Have them post it in Rev City.
So it's a big behavioral change, butthen you all of a sudden reach this
(21:31):
tipping point and now questions getanswered in less than 10 minutes.
Mm-hmm.
So, I don't know.
I feel like it has created.
A competitive mode mm-hmm.
Of sorts.
Mm-hmm.
Mm-hmm.
For us and I'm also very conscious, Matt,that it can get destroyed in minutes too.
Yeah.
Like success takes the stairsand failure takes the elevator.
(21:52):
So it's like a few bad actors,a few I think failure's
Matt Heinz (21:57):
one of those like poles in the fire department.
Yeah.
Where it's just immediately on the floor.
It happens very quickly.
It
Latane Conant (22:02):
happens quickly.
And so that's also not lost on me.
Like how do we keep it.
Fresh and interesting.
Yeah.
Matt Heinz (22:08):
And,
Latane Conant (22:08):
And we went through that where we had a lot of, like
consultants and stuff like that.
Mm-hmm.
We had to do a little bit of a purge.
Mm-hmm.
Mm-hmm.
So, it's not set and forget.
Matt Heinz (22:17):
It's definitely not.
And I think, as long as you continueto put the audience needs in front.
It's almost that three steps isfaster than one mentality, right?
Like you could get pitchy ina community like this and get
some immediate conversions.
It will kill the long-termsustainability of the community.
But if you provide value on aregular basis, something they
want to keep coming back to.
I mean, we've talked about this.
I don't care as much about number ofpeople in the CMO coffee talk community
(22:39):
as much as I care about engagements.
Latane Conant (22:40):
No, I'd rather have less.
I want
Matt Heinz (22:41):
the right people engaging more.
And so I'm constantly thinkingabout how do I get more
people showing up more often?
How do I get more people on more Fridays?
How do I get more peopleto engage in Slack?
And it's not about having more, it'sabout having the right experience.
Something that is truly unique andfor this audience that is let's
face it, like very busy, lots ofother things they could go do.
Yeah, there's countless otherCMO groups, let alone other
(23:02):
things pulling for their time.
Why do we remain a part of their week?.
We've done it for five years, but Ithink it's not something you can rest on.
You gotta keep thinking about it.
Latane Conant (23:12):
Yeah.
Yeah.
And I think we are, I also somewhatthink the ritual is really good.
Mm-hmm.
Because I've noticed.
There's other communities where it'sdinners and they're in the city.
And then if that night doesn'twork, that night doesn't work.
This is nice 'cause you plug in any Fridayand we're there, we're doing our thing.
And guess what, if you're busy abunch of Fridays, that's cool too.
(23:35):
Come and go as we'll be here next Friday.
Yeah.
We'll be here.
Same shenanigans.
Yeah.
So.
Matt Heinz (23:40):
Yeah.
Consistency Yes.
Is important.
You and I talked about this I think like ayear, year and a half in started thinking,
oh, we could do all these other things.
And I think we both kinda lookedat it and said, what we are
good at is Friday mornings.
Latane Conant (23:51):
Yeah.
And then I don't wannabe tired for Friday.
You know what I mean?
But you are so high energy.
I don't know.
You do that, then youdo the thing with Brent.
It's amazing.
I will say Friday after I do too.
Mm-hmm.
I'm toast.
Matt Heinz (24:04):
It's a lot.
So you're in Chicago,so your start at seven?
Mine start at five.
My day ends at noon on Fridaysand I've got the afternoon blocked
either to catch up or for naps.
Latane Conant (24:14):
Yeah, I know, because even though it's on Zoom.
Yeah.
I literally try to put somuch positive energy Oh, yeah.
Into that Zoom.
Matt Heinz (24:24):
Yeah.
Latane Conant (24:24):
And I think we all are sitting there doing that.
Can we just make things a little morepositive for, an hour for everyone?
Matt Heinz (24:30):
But it matters.
And again, like it'sactually really intense.
And I don't know if we've talkedabout this before, but there's the
conversation happening and then there'scoordinating people on the backend and
then there's trying to keep the chatgoing and then there's referencing
sort of non-sequitur to keep it fun.
It is very much a systematic way.
You do have to be quick, butI think that's why people like
it is 'cause it's topical.
It's valuable.
Yeah.
But it's also not too serious.
(24:50):
Mm-hmm.
You know, it's a group of friends gettingtogether and talking about something
of interest and I think it's useful.
So Latane Conant, CRO of 6sense.
Thank you so much for be on the show.
Okay.
Latane Conant (24:59):
Love you, Matt.
Matt Heinz (24:59):
I love you too.
We'll see you guys soon.
Latane Conant (25:01):
Bye.
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