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All right. 
Well, hello and thank you again 

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for joining me for another 
episode of the professional 

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pricing Society podcast. 
My name is Terrance and we have 

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a Duo today to help us discuss 
the topic of optimizing pricing 

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through sales activation. 
Now, before I introduce these 

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gentlemen, I want to remind all 
of our listeners that we will be

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in Dallas, Texas, this upcoming 
May the 34th annual spring 

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pricing and workshop. 
Conference will be taking place 

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May 2nd through the 5th. 
It is definitely a conference. 

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You won't want to miss and to 
learn more about that 

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conference. 
And also to register, you can 

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feel free to visit our website 
at pricing Society.com our 

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speakers. 
Today will also be in attendance

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for that conference as they look
to spearhead the discussion of 

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optimizing pricing through sales
activation with today's today, 

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being the teaser, if you will, 
Pete Morelli is a vice president

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at holding advisors and leads 
the company's sales Consulting 

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practice. 
He helps organizations again 

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Clarity around the value of they
provide with sales and 

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negotiation strategies to win 
more deals at higher. 

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Is Pete joins us with over 20 
years of experience and 

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procurement cells and pricing 
transformation and deal and 

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coaching Adnan. 
Akbar, is a senior director of 

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pricing at holding advisors and 
is responsible for helping 

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clients grow by realizing their 
full potential of their 

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offerings. 
Prior to joining the hold invite

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holding advisers. 
He spent the last 12 years of 

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his career focused on the growth
initiatives within Fortune, 500 

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companies including building 
pricing organizations service 

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offering development and sales 
strategy. 

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Gentlemen, how are we doing 
today doing well? 

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Thanks. 
Terrence paid to be here. 

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Good, I'm glad to have you guys.
Yep, it's better to be here for 

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sure. 
Said to have you guys here on 

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this podcast, and also excited 
to see you guys in May for your 

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Workshop. 
But let's go ahead and dive 

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right into today's discussion 
about optimizing pricing through

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cells Activation. 
So, you know, let me go ahead 

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and ask the first question and 
you both can feel free to chime 

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in or however you want to 
respond to these questions. 

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Why do price you need a workshop
on opt As in price through cells

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Activation. 
So little bit of kind of 

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background on this one because 
we put some thought into the 

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scope of the workshop. 
And this was in part building 

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upon the workshop that Pete and 
I conducted about a year ago in 

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Chicago where we walked 
attendees through, a lot of the 

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required analyses to do to 
really find out some of the 

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gaps. 
In in pricing. 

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So, we call that a root cause 
analysis workshop and the 

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general theme of that was we as 
organizations have a very 

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significant amount of data, 
whether that's transactional 

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data, whether that's usage data,
whether that's customer data, 

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Etc, that can point to different
problems. 

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So then the question becomes, 
how do you put that all together

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in a useful? 
Way that gives you a sense of 

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where there is pricing 
opportunity. 

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So it's again, very heavy for 
heavily focused on data so we 

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wanted to build on that. 
Game of for this Workshop to 

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say, okay, now that we have a 
sense of what the pricing should

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be, how do we operationalize 
that within an organization and 

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more specifically, how do we 
kind of bridge that gap between 

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say prices and and sales to be 
effective in price realization? 

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So that's the theme of this 
Workshop to say. 

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Okay, now that we are now that 
we have a price. 

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Now what what are the things 
that we can do to make this 

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price roll outfits? 
Peaceful. 

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Yeah. 
And just to build on that. 

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I mean, as prices we know how 
much effort we put into both the

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art and the science of creating 
that right price and all of the 

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infrastructure around that and 
the architecture of the price 

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Model itself. 
But that confidence, and then 

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vision for how a price should be
realized in a business is not 

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shared equally by all team 
members and this partnership 

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between pricing and sales is 
such a critical price, piece of 

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the puzzle to move from that. 
Set price to get price. 

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Okay, good, that's very 
interesting. 

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Now, let me ask you this, if 
pricing teams seem to be doing 

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their job correctly, what 
functions are falling short at 

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the moment. 
Well, I think if you were to ask

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folks in the companies we work 
with, you would get different 

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answers and it would almost 
sound like everybody has an 

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opportunity to improve for. 
So, for example, you might have 

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product teams that look for Or 
different research and insights 

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from the marketing team. 
Whereas the marketing team might

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not know of the product teams 
roadmaps and what they should be

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kind of putting out in the 
marketplace. 

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Whereas sales might think list 
prices are too high, too low or 

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too high, too. 
Out of line with competitive 

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pressures. 
They face and and yeah pricing 

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teams might say well sales gets 
too much, discount Authority. 

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So I think there's actually a 
lot of a lot of opportunity 

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there where everyone can kind of
improve a little bit, but it's 

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more about understanding that it
is. 

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Someone falling short. 
I love this question. 

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I was hoping he was going to 
call somebody out. 

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It's so so this one it's really 
interesting to me because of the

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level of Market volatility that 
that we're seeing, right? 

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Like I find that determining 
what the right price is, is 

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really toughen environment, 
right? 

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Inflation is is at play and it 
varies by sector and I think the

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reality is That it's really hard
for prices to arrive at price. 

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It's really hard for businesses 
to know how much they should be 

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paying for things and when you 
kind of pick up inflation apart 

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on a sector-by-sector basis, 
right? 

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It's even more. 
It can be even, even more 

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volatile. 
So from a producer's 

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perspective, you do all this 
work to assess what that price 

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should be. 
And then a seller has to go out 

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and position that price to their
customers. 

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But the reality is particularly 
in B2B environment when sellers 

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are going out Auditioning, what 
are often price increases to 

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their customers? 
Their customers are facing a lot

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of headwinds to because their 
organizations costs have gone up

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and, you know, budgets are being
cut. 

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So then the question is, how do 
they take this information and 

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communicate it in an environment
that hell's all this volatility 

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and and all this uncertainty. 
So getting back to the question,

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right? 
Which functions are falling 

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short. 
I think it's exactly what 

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peaches said where, you know, 
it's not necessarily a single 

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organization. 
Ian, but there is what we think 

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significant opportunity in the 
short term to come up with 

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strategies to communicate price 
and value in these 

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conversations. 
And we want to walk our 

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audiences through some really 
kind of effective ways that 

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we've seen that happen in the 
market. 

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Yeah. 
So it sounds like it's a 

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collaborative effort, you know, 
it's not just on one team or 

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even two teams. 
It could be a an entire 

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organization coming together to 
assess the process and 

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essentially come up with a final
solution when it comes to the 

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pricing realm. 
Now, look the value to price 

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process should be familiar to 
most prized sirs but what where 

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are the areas where sales and 
pricing see the world 

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differently? 
Yeah, I'll take this one off. 

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I mean, I think there's some 
fundamental differences and how 

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prices and sales team, see the 
world. 

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If we just think through a flow 
that, you know, a lot of prices 

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would be familiar with from kind
of what's your top level price 

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strategy, you might have the 
prices think, prophets are K, 

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whereas the sales team or is 
often dissented on volume, and 

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they'll just think about making 
that sale for Revenue. 

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So that's one area as you move 
towards value. 

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You can think about the pricing 
team trying to quantify Defy 

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that value to share equitably in
a in a price and that's very 

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quantitative mindset. 
Whereas the sales team might 

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think qualitative relationships 
and then as you get more towards

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the pricing, you know, you kind 
of think of the, the rule-based 

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nuances and different packages 
at the pricing Team sets, 

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whereas the, the sales team 
wants a very simple, go to 

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market structures, they can 
think about it and communicate 

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it efficiently. 
And then finally, when you 

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think, you know the price 
Getting motion. 

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How do we actually realize these
prices? 

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That the pricing team is often 
taking a portfolio View and 

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thinking about will take some 
losses with the winds to protect

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the price and the target. 
The segment's, we really want, 

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whereas, that, that seller takes
a very account, their world 

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specific point of view, about 
hate losing this deal. 

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Just means a lot to me, even 
though if it means last in the 

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grand scheme of things to her 
portfolio. 

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So you really have to think 
about those different nuances. 

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Has about how they see the world
to try to come to some 

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compromise. 
Yeah, I think there's there's 

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benefit on both sides, right? 
If I'll preiser put some effort 

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and said puts themselves in a 
salesperson shoes, meaning now 

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that I have this price change, 
what is it specifically that I 

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would say in a customer 
conversation to position this 

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price change, right? 
There's absolute benefit in 

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doing that because that's going 
to start to bridge that that 

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Chasm. 
And then the inverse is also 

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true. 
Are a seller puts himself in an 

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Enterprise, your shoes where 
they are managing, what the 

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product or service should be 
valued at. 

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It is a fair value. 
So then the question is, how do 

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we position that in the 
marketplace now that we know the

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fair value? 
So a big part of this equation 

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is making sure that you have 
that fair value, right? 

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Then you can defend it in all 
parts of the organization. 

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Not just pricing, not Just 
sales, but anyone within your 

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organization, you could be 
customer service functions, it 

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could be account management 
function. 

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So, you know, that's in part. 
What I really like about pricing

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is that it just touches so many 
different areas of, of 

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organizations. 
We talk about pricing and sales 

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often because it's in many ways 
a world we live in but it 

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certainly can be broader than 
that. 

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Sure, absolutely, okay. 
That's interesting. 

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You made a point about, you 
know, understanding the fair 

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value, you know, given those 
different perspectives you guys 

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just described. 
What what can we do to increase 

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the effectiveness of? 
Pricing sales partnership moving

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forward. 
Yeah. 

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I would say the first thing is 
you have to establish a common 

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set of beliefs that both 
Chrysler's and sellers can agree

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on. 
So, this is about, what is the 

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value that our company is 
actually provide to the 

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marketplace. 
So when we think about 

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conducting value research, 
whether that's quantitative 

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survey oriented, or qualitative 
interview oriented kind of 

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Methodist, you really want to 
understand why what'd you do do 

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is worth by anshel dollars to 
your end customers and it 

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pricing and sales can agree on 
this. 

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That forms the foundation of how
you can have a conversation 

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about, why these are good 
prices, why you should as a 

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salesperson be confident and 
communicating the value of those

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services and products to the 
marketplace. 

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And really, this is pricing 101 
stuff, but when you have those 

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value anchor points established,
you can make your gift, get 

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trade-offs. 
And Form, the groundwork for 

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conducting, those negotiation 
conversations all the way to the

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end of that, you know, get price
at the Spectrum. 

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Look at this one through the 
lens of a recent project that we

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were on where we had a client 
and they had what was a highly 

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differentiated product? 
It was one of those situations 

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where the value of this thing 
was head significantly. 

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Increased as a result of covid 
because it enabled some remote 

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operations. 
You know there are certain 

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sectors where that did occur. 
So what happened was they 

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realize if this mean that this 
was highly differentiated and 

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they priced at what they thought
was a fair value is on the 

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higher end. 
So sales went out started to 

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sell this thing and you know in 
2020 had some level of success 

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but then as things changed and 
you know we're getting back into

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a sense of normalcy. 
Well, you wasn't quite there but

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it was still pretty highly 
differentiated point being that 

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what happened was they were 
priced too high and they were 

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having a lot of trouble 
positioning this in the 

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marketplace. 
And when we started to pick this

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apart and look internally at 
their data, we saw that their 

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realized price for the sales 
that they were getting was, you 

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know, drastically lower than 
their list price right into the 

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realm of maybe 30, 40 percent 
and then, you know, we started 

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talking to the folks internally 
and they said, yeah, this is 

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we're just not able to sell 
this. 

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Thing. 
It's causing a lot of friction 

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in the organization. 
It's going through reviews. 

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There's like multiple management
multiple layers of management 

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had to be involved. 
So they can put this in the 

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marketplace and they can get 
these discounts approved. 

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So, what we did is we said, 
okay, let's take a step back. 

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Let's figure out what the actual
value is today in today's 

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economic environment, and then 
recommend a list products. 

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So then we came up with a list 
price and then said, okay, if 

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you saw it at this price what's 
there's a few things going to 

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happen. 
One is All this kind of internal

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effort and friction is going to 
be eliminated because this is 

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actual right price. 
You're not gonna have to go 

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through this. 
Discounting process to your 

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volume is going to increase 
because you're not going to 

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customers that are going to 
frown at this initial price that

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you had proposed. 
So you're going to get 

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incremental volume. 
And by the way, we have verified

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this with with customers and 
then third and perhaps most 

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importantly is your actual 
realize price is going to go up 

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because this excessive 
discounting You're having for 

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the deals that are closing or 
going to decrease. 

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So just kind of in example of 
why, knowing the value is so 

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important in a sales 
conversation, because in this 

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scenario, right? 
We recommended a lower list 

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price, but the ultimate result 
was a higher realized price. 

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Do the factors that I just 
mentioned? 

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00:14:04,700 --> 00:14:07,200
Mmm. 
That's really interesting 

264
00:14:07,200 --> 00:14:09,700
actually. 
Okay, that's good. 

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00:14:09,800 --> 00:14:11,700
Now that's all one. 
That's a whole process of 

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analyzing and evaluating that. 
Situation is that is that type 

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of situation, common. 
Sure. 

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00:14:19,500 --> 00:14:22,500
I'd say, yeah, it varies but 
certainly get all. 

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All flavors, I'm sure Pete can 
speak to some situations where 

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that's happened. 
Yeah, I was gonna say without 

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even getting another specific 
example. 

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I think that the fundamental 
truth about value-based pricing 

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is that sometimes he absolutely 
go in and partner with the 

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client and you find those areas 
of opportunity where the value 

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aligned price is a price 
increase. 

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And that means good. 
Things for the revenue but 

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there's also those kind of hard 
truth situations where when you 

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do the research and the value is
actually lower than they 

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expected and their prices at 
aligned with the marketplace in 

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00:14:54,400 --> 00:14:57,200
the wrong direction. 
You have to deliver that that 

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news also and say you know, 
maybe the potential of this 

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particular product or service is
not what you thought it was 

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going to be. 
But the way you can best 

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leverage at or realize it is to 
set a value align the price that

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maybe lower them, the price that
they went in with and and that's

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kind of a Hindsight lesson 
learned that you got to get the 

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pricing teams involved sooner 
especially for new product 

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Innovations npi's because you 
may have priced it wrong from 

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the get-go and then he kind of 
got a upside-down product at the

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end of the day. 
Wow. 

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00:15:30,500 --> 00:15:34,500
Okay good to hear good news, 
that's a nugget from myself and 

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00:15:34,500 --> 00:15:36,100
I'm sure it's a nugget for the 
listeners as well. 

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00:15:36,800 --> 00:15:40,200
Now you might have touched on 
this as well before but just for

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clarity, you know, but when it 
comes to the relationship 

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between prices and sellers, how 
can prices Help sellers, use 

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that value Foundation to defend 
those prices. 

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Simplicity is it's got to be 
very straightforward any type of

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communication that goes out in 
the marketplace you know as 

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00:15:58,800 --> 00:16:03,300
somebody that enjoys data likes 
to kind of put together an Excel

300
00:16:03,300 --> 00:16:05,800
document and be very 
comprehensive. 

301
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What I've started to realize is 
that any type of a sales 

302
00:16:10,600 --> 00:16:14,400
conversation has to be focused 
on value, and that value message

303
00:16:14,500 --> 00:16:17,500
has to be succinct. 
Meaning, you know, it's got to 

304
00:16:17,508 --> 00:16:19,900
be in that elevator pitch type 
of a format. 

305
00:16:21,200 --> 00:16:23,100
It's that combination of Art and
Science on. 

306
00:16:23,200 --> 00:16:27,100
How do you position that value 
in a very crisp succinct way 

307
00:16:27,300 --> 00:16:31,800
that anybody can understand it. 
So that's, that's one of the key

308
00:16:31,800 --> 00:16:33,600
things that I like to hone in 
on. 

309
00:16:34,000 --> 00:16:36,800
Yeah, I think that that's great.
And then the other one I think 

310
00:16:36,800 --> 00:16:39,900
can be a lot of pressures will 
think about the basic blocking 

311
00:16:39,900 --> 00:16:43,600
and tackling that they do in the
course of a pricing project or 

312
00:16:43,600 --> 00:16:48,200
effort is you know, building in 
those packages that are tiered 

313
00:16:48,200 --> 00:16:51,200
or your good better best. 
So you give That's sales team 

314
00:16:51,200 --> 00:16:56,300
options to pitch a lower value 
product or service to a budget 

315
00:16:56,300 --> 00:17:00,000
constraint customer and or 
defend the price. 

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00:17:00,000 --> 00:17:03,000
When a given customer asked for 
that discount, you can say sure.

317
00:17:03,000 --> 00:17:05,400
But we have to take away this 
item of value. 

318
00:17:05,400 --> 00:17:08,000
So, just being thoughtful about 
how you construct your pricing. 

319
00:17:08,700 --> 00:17:13,900
Those kind of 101 level 
components, the pricing project 

320
00:17:13,900 --> 00:17:18,099
actually bear fruit. 
When you can communicate them 

321
00:17:18,099 --> 00:17:22,000
clearly to a salesperson and 
why, That optionality is there 

322
00:17:22,000 --> 00:17:25,400
for them and that kind of helps 
them establish their give guests

323
00:17:25,400 --> 00:17:28,500
and trade-offs for the 
negotiation and build those 

324
00:17:28,500 --> 00:17:32,500
fences to protect the value that
you try to defend as as a 

325
00:17:32,508 --> 00:17:36,000
pricing team. 
Okay, okay, good. 

326
00:17:36,000 --> 00:17:39,800
Now, you guys really discussed 
necessary tools. 

327
00:17:39,800 --> 00:17:41,600
If you will, what you both 
mention. 

328
00:17:41,900 --> 00:17:44,800
Is there a certain way to go 
about positioning this to the 

329
00:17:44,800 --> 00:17:48,200
sales team that they can find? 
It useful? 

330
00:17:48,800 --> 00:17:50,200
There's a range of things that 
come into play. 

331
00:17:50,300 --> 00:17:53,700
For sure, you know, we've 
Incorporated several of them and

332
00:17:53,700 --> 00:17:58,400
think some of which Pete had 
mentioned, where you want to 

333
00:17:58,400 --> 00:18:03,600
have these set of what we call 
give gets in your back pocket 

334
00:18:03,600 --> 00:18:06,400
because inevitably you're going 
to go to a customer and they're 

335
00:18:06,400 --> 00:18:09,600
going to ask for some type of a 
price concession. 

336
00:18:09,700 --> 00:18:11,900
So when asked for Price, 
concession, you have to be well 

337
00:18:11,900 --> 00:18:14,000
equipped to know. 
Sure I can make a price 

338
00:18:14,000 --> 00:18:16,900
concession but you're doing it 
in exchange for something so 

339
00:18:16,900 --> 00:18:20,200
that it's reflective of the 
values out. 

340
00:18:20,400 --> 00:18:22,900
Price, concession, you're going 
to take with value in, in some 

341
00:18:22,900 --> 00:18:24,500
way. 
That's something that we often 

342
00:18:24,500 --> 00:18:28,700
use and, you know, building on 
that a little bit further, it's 

343
00:18:28,700 --> 00:18:32,100
a matter of knowing the 
competitive market well, so that

344
00:18:32,100 --> 00:18:35,300
you can build out what we call 
flanking product. 

345
00:18:35,400 --> 00:18:39,700
So, for example, if there's a 
situation where, you know, 

346
00:18:39,700 --> 00:18:41,400
getting back to what I said 
earlier, where there's a highly 

347
00:18:41,400 --> 00:18:44,600
differentiated product, but that
customer for whatever reason, 

348
00:18:45,300 --> 00:18:47,600
perhaps doesn't have the budget 
to pay, or they don't 

349
00:18:47,600 --> 00:18:50,100
necessarily need, say the 
cattle. 

350
00:18:50,300 --> 00:18:53,500
That version of the product for 
their specific business, that's 

351
00:18:53,500 --> 00:18:55,600
okay. 
You just have to go in and from 

352
00:18:55,600 --> 00:18:59,100
a product perspective figure out
what is needed. 

353
00:18:59,100 --> 00:19:03,800
How do you create a lower priced
lower value version of that 

354
00:19:03,900 --> 00:19:06,700
product? 
So that sales teams can go out 

355
00:19:06,700 --> 00:19:09,400
there and more effectively 
defend pricing, you know, 

356
00:19:09,400 --> 00:19:14,300
there's a slew of other tools 
that that come into play that 

357
00:19:14,800 --> 00:19:16,600
really depend on the 
applicability of certain 

358
00:19:16,600 --> 00:19:19,200
business situations. 
Yeah, I'm getting a key enabler 

359
00:19:19,200 --> 00:19:22,200
for any of those things. 
Add Just tipped through is to 

360
00:19:22,200 --> 00:19:26,400
bring the sales team in earlier 
in that pricing process, then 

361
00:19:26,400 --> 00:19:28,400
most prices are typically 
accustomed to. 

362
00:19:28,400 --> 00:19:30,900
So it's not only, hey, what do 
you seen in the marketplace? 

363
00:19:30,900 --> 00:19:34,700
But if you can establish that by
in earlier with, hey, here's why

364
00:19:34,700 --> 00:19:39,400
we're recommending these prices 
and the structure you're going 

365
00:19:39,400 --> 00:19:42,900
to have better adoption and 
confidence flowing through to 

366
00:19:42,900 --> 00:19:45,000
the commercial end. 
Okay. 

367
00:19:45,100 --> 00:19:48,400
Understood understood. 
Now is there any additional 

368
00:19:48,400 --> 00:19:52,800
advice you would give to Give to
someone with your experience 

369
00:19:52,800 --> 00:19:56,800
working with B2B clients. 
I think probably just in. 

370
00:19:57,100 --> 00:20:00,900
We think about this pricing 
sales partnership is to 

371
00:20:01,000 --> 00:20:06,000
necessary components of almost 
every monetization model, 

372
00:20:06,000 --> 00:20:08,800
particularly in B2B Industries 
where you have some sort of 

373
00:20:09,100 --> 00:20:13,800
seller initiated or completed 
process, you know, pricing and 

374
00:20:13,800 --> 00:20:16,200
some of the associated 
activities that are also 

375
00:20:16,200 --> 00:20:18,800
informed by, you know, product 
teams and marketing teams. 

376
00:20:19,200 --> 00:20:23,100
They help generally aggregate 
information and Market Intel to 

377
00:20:23,100 --> 00:20:25,200
both set prices and the 
direction. 

378
00:20:25,400 --> 00:20:29,300
But sales, can't simply be an 
execution function to negotiate 

379
00:20:29,300 --> 00:20:31,100
with customers. 
They really need to be bought in

380
00:20:31,100 --> 00:20:32,900
and just as confident and that 
price. 

381
00:20:32,900 --> 00:20:37,500
And in fact, Seven teams are 
often the best Devil's Advocate 

382
00:20:37,500 --> 00:20:41,800
so you can get because they'll 
Echo your customer objections, 

383
00:20:41,900 --> 00:20:44,600
effectively verbatim. 
So you're going to get that 

384
00:20:44,600 --> 00:20:47,900
truth to some degree. 
As sometimes people say, sellers

385
00:20:47,900 --> 00:20:51,100
are overly pessimistic or 
friendly with customers, but I 

386
00:20:51,100 --> 00:20:53,600
think if you want to really get 
what that other side of the 

387
00:20:54,200 --> 00:20:57,700
table will say, salespeople, 
your best Advocate there. 

388
00:20:57,700 --> 00:21:01,600
So, when you get them on board 
and probably sitting next to you

389
00:21:01,600 --> 00:21:04,000
at the desk, to work on a 
problem rather than across, The 

390
00:21:04,000 --> 00:21:07,500
table, I think the results could
really be pretty stunning. 

391
00:21:09,100 --> 00:21:10,700
I love that. 
Yeah, that collaboration is 

392
00:21:10,700 --> 00:21:15,000
absolutely key and, you know, 
that kind of Builds on a lot of 

393
00:21:15,000 --> 00:21:20,300
what I was going to say where 
it's just super important to be 

394
00:21:20,300 --> 00:21:23,500
laser focused on what is going 
to move needle within the 

395
00:21:23,500 --> 00:21:26,700
organization. 
So from a pricing perspective, 

396
00:21:27,200 --> 00:21:30,700
we've seen teams that get pulled
in a lot of different directions

397
00:21:31,100 --> 00:21:35,200
whether that be reporting or 
whether that be, you know, 

398
00:21:35,200 --> 00:21:38,400
getting pulled into the the cost
side of things which, which 

399
00:21:38,400 --> 00:21:41,800
matter Her. 
But at the same time, you have 

400
00:21:41,800 --> 00:21:46,600
to prioritize in such a way that
is going to drive profitability 

401
00:21:46,900 --> 00:21:53,100
and pulls the organization 
together really around the 

402
00:21:53,100 --> 00:21:55,800
differentiated value of what 
they have. 

403
00:21:56,000 --> 00:22:00,600
And when that is at the center 
of pricing and sales activities,

404
00:22:01,000 --> 00:22:02,400
that's what we see. 
A lot of success. 

405
00:22:04,000 --> 00:22:07,400
Okay, all right. 
Well, Hey, listen, Pete Morelli.

406
00:22:07,400 --> 00:22:09,600
And I like Barbie, I want to 
thank you so much again for your

407
00:22:09,600 --> 00:22:13,300
time speaking with me today. 
Now for our listeners, of 

408
00:22:13,300 --> 00:22:16,300
course, want to remind you while
they will be with us, in May at 

409
00:22:16,300 --> 00:22:19,200
our spring conference leading 
their workshop there. 

410
00:22:19,800 --> 00:22:25,300
Now, for the inquiring minds pmf
Adnan, where can listeners go to

411
00:22:25,300 --> 00:22:28,600
find out more information about 
yourselves holding advisors or 

412
00:22:28,800 --> 00:22:32,500
any other resource for material 
Pretty easy to find. 

413
00:22:32,500 --> 00:22:36,200
You can just get a hold of the 
advisors.com and I are both on 

414
00:22:36,200 --> 00:22:39,200
and Linkedin and we both have we
have a hefty presence with our 

415
00:22:39,200 --> 00:22:42,100
company, in terms of thought, 
leadership and blog posts and 

416
00:22:42,600 --> 00:22:45,800
podcasts ourselves that are 
posted you that channel. 

417
00:22:45,800 --> 00:22:50,600
So and finally, you know, at PBS
will have a booth will be at a 

418
00:22:50,600 --> 00:22:53,200
workshop. 
We've got a keynote for our 

419
00:22:53,200 --> 00:22:55,300
founder of read holdin that he's
presenting. 

420
00:22:55,300 --> 00:22:59,400
So, we'll, we'll see a lot of 
the team on site in Dallas. 

421
00:23:00,700 --> 00:23:02,100
Okay. 
Sounds great. 

422
00:23:02,100 --> 00:23:03,700
Well, thank you all so much 
again for listening and we will 

423
00:23:03,700 --> 00:23:05,800
see you all in Dallas. 
Have a good one. 

424
00:23:05,800 --> 00:23:06,200
Bye, bye.