E156: When AI Runs GTM, What Do Humans Still Own?

Joaquin Dominguez: welcome to episode of B2B Marketing Futures, the podcast for B2B Marketers sponsored by TSACD. Today we are asking a question that I think a lot of revenue teams are starting to feel quite a lot. When AI can increasingly run parts of the go-to-market, what do humans still own? AI is already changing ⁓ how teams identify accounts, generate content. Prioritize outreach, support sellers and automate workflows. In theory, that should make sales and marketing faster, more aligned and more efficient, but in practice, it also raises some bigger questions. If AI can produce more content, surface more signals and automate more activity, who decides what actually matters? Who owns the judgment around strategy? Messaging, customer understanding, prioritization and governance. And how do we make sure AI helps revenue teams focus rather than simply creating more noise? what we will explore today. But before we get into the discussion, I'd love to hear a short introduction on yourselves. ⁓ So Kaylin, would you ⁓ like give us a short sentence on yourself? Caitlin Crawford: Yeah, I would love to. And this is such an exciting topic, Joaquin, and a mammoth of a conversation. So hopefully we can, dive into it more today. ⁓ Caitlin Crawford, I had around 15 years of go-to-market sales leadership operating experience. currently I've been with Outreach, which is a true agentic AI platform for revenue teams. So very, ⁓ timely conversation within the role that I am in today as chief of staff. to our go to market and my direct CRO. So really excited to dive in as an operator ⁓ versus just, theoretical AI commentary, but excited to be here. Joaquin Dominguez: Awesome, welcome. Thank you so much for joining. Brooke, welcome. Brooke Huckabee: Thank you. Yes, you're right. It is a mammoth of a topic. I feel like every single meeting it comes up in some way. but Brooke Huckabee, ⁓ lead the revenue enablement division at SAS. I've been at SaaS for close to 18 years, and a majority of that time was in marketing, product marketing. But about six years ago, I transitioned to the enablement world. So my team is responsible for ensuring that all of our customer-facing roles have what they need to be successful. And so ⁓ in the world of AI, that is ⁓ Entering the building and it is our job to make sure that it's being used ⁓ efficiently but also in a responsible way. So excited to be here. Thank you. Joaquin Dominguez: Welcome. Thank you so much. And Christy, welcome. Christy Marble: Thank you. Yeah, AI is ⁓ definitely the topic. Isn't it like I can think about not too long ago, where it was ⁓ just SaaS or the cloud ⁓ right? ⁓ And so now it's Yeah, what of AI? Is it agents? Is it what are you really doing? So anyway, I'm Christy Marble. I have been Chief Marketing Officer and Head ⁓ of marketing for both consumer brands. Brooke Huckabee: Like Caitlin Crawford: Mm. The new evolution. Mm-hmm. Christy Marble: way back to Sally May when they were moving into consumer lending ⁓ ⁓ recently B2B brands ⁓ ranging from SAP Concurr to ⁓ Vizier to Pantheon and most recently to ⁓ Cyimproof. Joaquin Dominguez: Awesome, Chris. Welcome, welcome all. Thank you all for those great introductions. so I think that gives us a really strong starting point. Let's begin with the central question of the episode. Because AI is clearly getting better at the executional side of GTM, right? Finding accounts, generating content, summarizing calls, suggesting next steps, and teams move much faster. But the speed. It's not the same as judgment. So I'd like to start with where you think the human role becomes more important, not less. ⁓ AI can create more options, more signals and more activity, what are the decisions that still need a human in the loop? Caitlin Crawford: Yeah, it's a big one. when AI runs go to market, ⁓ what do humans still own? and my logic actually kind of the topic a little bit to when ⁓ go to market runs AI. And want to offer that suggestion because in answer to your question, Joaquin, my opinion that automation insights, all of that is and will and will continue to be table stakes. right? It's about the judgment it's about the strategy layer and the trust human element that's going to be really in the way that we operate and drive these AI teammates and toolmates. Right. So we're in that today. And in world that I live in. ⁓ Brooke, you spoke on your background, gave off a signals and light bulbs that we are ⁓ customer zero of own tool, right? So we are in it. Like we are drinking the champagne, we're selling it, we're pitching it, we're consuming it. ⁓ And a lot what we speak about is, ⁓ these AI agentic running in the background ⁓ such that the AE or seller can intervene with a strategy layer, right? ⁓ And make the assumption. And such a Critical component when we think about the future of AI, not replacing humans, but actually adding more value and more output, right? So certainly rolling is changing, but I don't think it means that AI is gonna run us. I think it's the inverse. Brooke Huckabee: Caitlin, you had me at Champagne, so let's start there. but I say to my team all the time, AI can read data and it can read and provide us insights, but it can't read the room. It can't see the emotional aspects of going on in the room. we're still at the end of the day working with humans. ⁓ And those buyers pressures, they have competing priorities. There's internal politics, there's org changes, there's Caitlin Crawford: Yes, girl. ⁓ Brooke Huckabee: All of the things that we navigate as humans. And while AI can read the data, it can't read the room. And so when we look at that, that's that human element that we have to keep. You mentioned trust. I think trust is at the end of this conversation, it's probably going to be the common thread throughout the entire podcast because AI just can't build that trust and it can't build that layer. So I think that's across the entire customer journey from prospecting all the way through campaigns. And Christy, I'm interested in hearing your perspective from a marketing ⁓ perspective. when a seller gets in front of the buyer, it's that relationship building that's going to count. And we have to make sure that there's consistency through every single one of those interactions within that customer journey. And we have to make sure that the systems are connected. to not have a disjointed experience because there's different agents doing different things the entire organization. So Christy, I don't know from a marketing standpoint if that resonates because marketing and sales are interacting through that entire journey. Caitlin Crawford: Mm. Christy Marble: Absolutely. And it is a journey. I'm glad you raised that, bro, because I think that's one of the things that can be lost. I think the customer journey, the buyer's journey, but I'll take it all the way the customer journey because every single customer is a human that even in the B2B world, there are people buying ⁓ and at least ⁓ we selling to people ⁓ and trying to provide ⁓ positioning, the value prop to people. so it's super important that we do have a customer journey that we've really thought through and then we understand because ⁓ gets to the point of what is unique to each company. ⁓ what is unique to each company is the customer experience ⁓ you need to deliver and the value that they receive from your particular product or service. ⁓ so that's what I worry about is when we disintermediate the customer experience with AI, then ⁓ and I think ⁓ in your company specialty, I've heard a lot in marketing about removing and I guess say we can save money, we can use AI to replace the BDRs. Okay. Then what? Because the most annoying thing that I'm seeing happen a lot is you're trying to reach a company, especially online companies, and you just can't. You can't actually speak to a human. So I think the buying process is a real telling moment because if you're trying to buy something and you've gotten to AI and you've used the chat bots on the website, which I love, ⁓ and they're highly successful for marketers. But when you want to talk to human, you want to talk to them right now. And if you don't, you go to another company because it's that fast that you can go look at the competitor. So I still want to talk to a BDR or I want to talk to a salesperson. But again, Caitlin, what if we take our BDRs out of the organization, then our salespeople who are negotiating our big deals have to step away from a big deal because someone's online right now and has a question? That just doesn't seem like a good customer experience. Caitlin Crawford: Yes. Yep. It's Christy, you're so spot on. And I'll kind of touch on something here. So ⁓ those who know outreach, this is certainly not an organizational plug, but just a point of clarification on the BDR component. ⁓ we get asked this a ton ⁓ because we grew up in the prospecting outbound motion space. Now, today ⁓ platform and what I, leverage daily with my CRO and the CRO conversations we're having with our customers and prospects ⁓ is a gentic across the entire go-to-market ⁓ create to close path, right? So you've got retention agents, you've got opportunity management agents, you've got meeting prep, you've got smart coaching, deal insights, really the whole swath of what ⁓ go-to-market touches. ⁓ we do keep coming back to this SDR question, Christy, and I'll tell you why. ⁓ As we all Pipeline is queen. ⁓ ⁓ and what I mean by that is, we share that number, Brooke, right? That's the CMO, that's the CRO number. We really need to be in bed there. And ⁓ not to to the next question, but materially growing and in a strategic way, ⁓ that BDR, SDR, AE pipeline owned output ⁓ is so important the way they interact with agents today. So ⁓ this is not replacement of humans, whether it's your AE or your SDR. ⁓ It's a strengthening of the strategy layer. And it's a what more can they do? And in fact, my vision is like with that SDR org that you have, they can go stronger in verticalization, right? They can go stronger in industry ⁓ they can actually own and manipulate their own SDR agents under them, right? And so ⁓ just this beautiful evolution of the way that we think about go to market. Brooke Huckabee: Yeah, and I do think to play on the BDR, we work with ⁓ that team a lot from an enablement perspective because we have a full prospecting program. And so when you think about the tools that are available for them today, from training and coaching to AI role play and things like that, we're still enabling them in a way to do their job better. AI might be opening the door with the customer, whether that's through chatbots, website, any type of prospecting activities. But again, going back to that level of trust. Trust is what's going to close the deal. So I think that we've got to figure out how we walk side by side throughout that customer journey with AI, it take on some of the activities that are ⁓ ⁓ and letting the human focus on those value based conversations that will ultimately build relationships and build trust. Christy Marble: helping us structure who needs to be in the deal too. because what I'm seeing is this kind of ⁓ jump to buyer as if a buyer is one person ⁓ a buyer in most B2B deals. If you're working a very small business, you can have one person that's making a decision, maybe a business owner. ⁓ but if you're in the enterprise space, I think Caitlin Crawford: Retweet. Mm. Christy Marble: Six cents. I'll quote, back a couple of years ago, I think they said 16. And I can tell you I've validated that at multiple companies that if you're not interacting in the enterprise space, 16, 19, we one deal recently at my prior that was 39 people. but once we had all those activities going, which we could see thanks to AI tools, we knew we were the one. Caitlin Crawford: Mm. Christy Marble: We were the top maybe they were they were in in a bid with three other companies, knew that we were the one because there were so many people interacting with our content. And that's where the beauty of AI marketing and all the sales, all the rest of the go-to-market actions ⁓ are super valuable. By that time, we had people in customer success team already introduced, so you could start to see those interactions, not just with content, but with people. And that's I think the real power of AI. Brooke Huckabee: the information that we're able to arm our sellers with from the buying signals. You talk about the different decision makers being able out relationship maps through, the networks that they have within the organization. All of those things are just like leveling them up. ⁓ Christy Marble: because when you have that, then you can show the board, yeah, this is a real deal. Cause those big enterprise deals you've been talking to, no doubt, multiple board meetings, right? your executive. ⁓ That's right. And you have to win that deal. And so now you can can start to show them the data, which isn't that operational day-to-day data. It is the big strategic data that shows we're getting signals that would show us and Caitlin Crawford: it's data certified at that point. ⁓ Christy Marble: Our sellers are telling us this and we're talking to these people inside of the company. Caitlin Crawford: Mm. It's so interesting, Christy. When you were talking about like the depth of the buying committee, I know that's not the nomenclature ⁓ of podcast, but we've been engaging, it's conference season. ⁓ We were at Gartner last week Forster the week before, and just so much discussion around the depth of the buying committee and how many individuals that touches now and ⁓ the need for this knowledge layer, to be super infused in all of your agents because ⁓ ultimately. Yes, Brooke, there are so many signals. but then there's drowning in noise ultimately, At some And so, a conversation that have a lot in house is ⁓ how do we distill the to have an execution model, right, that governs and harnesses all of your agentic workflows such that ⁓ you're not in just disparate AI point solution. Like Tooling is now becoming AI point solution tooling, right? And so sure you have a really strong, whether it be a platform or at the very least, an execution operating model to all of that is ⁓ the next topic. ⁓ Christy Marble: ⁓ Joaquin Dominguez: Exactly, because there is this risk that every team ⁓ start ⁓ ⁓ in different ways, right? You can end up with inconsistent messaging, too much content, unclear governance, and ⁓ at end the day unfragmented customer experience, in my opinion. So ⁓ I would love hear like how you think revenue teams can avoid AI becoming just another layer of complexity. And how you stay aligned. Christy Marble: Yeah. It's kind of the Wild West right now where ⁓ I think some of the most I'll call ⁓ dangerous, but that's kind of extreme because ⁓ I have not been in a business that's ⁓ aiming rockets at the moon or ⁓ performing surgeries. But it is dangerous from a marketing messaging and brand standpoint, it's dangerous from a definitely from a controlling the message, but also from not releasing information that you're not ready to release. So if I can go old school, but if you remember the the Kentucky fried chicken recipe that was so, protected by Colonel Sanders allegedly in a vault kind of thing. ⁓ that's all of our software, right? That's all of the things that we're launching. ⁓ And ⁓ the number of people you have of company that are involved in a new product launch. or in a naming decision or things like that. If they're all out there in open AI ⁓ ⁓ their research, they're actually feeding the model. they're putting your information out there into AI before. So you're not controlling your secret sauce. You're not controlling your recipe anymore. so that mention governance, that governance is super important and ⁓ Caitlin Crawford: Yes. Christy Marble: the observation I have is people are moving so fast with AI, agents, that the governance step, my hypothesis, not to insult any IT team, but my hypothesis is that IT cannot keep up. Because if they do, they're gonna be constricting you, slowing you down. ⁓ And no organization is like gonna win. The who can move the fastest are gonna win over IT. I hate to say it, or over the governance in most places. Caitlin Crawford: ⁓ Christy Marble: in most organizations. So ⁓ in the most highly regulated organizations, that's a big challenge is how do we move fast? ⁓ How do protect our proprietary assets, our competitive advantage? Caitlin Crawford: Mm. Christy, was it your quote or Brooks that was in some of my prep work, that guardrails should be up, not handcuffs when it comes ⁓ to governance? ⁓ maybe it OpenAI serving me that. could have been all three. ⁓ I do think it's a line, right? And we're seeing a lot of operators win money, lose money, right? And really get lost in the sauce to come back to your KFC analogy ⁓ and what is right and wrong, we're Christy Marble: Like it might have know how ⁓ Caitlin Crawford: blazing the trails, we're flying the plane as as we build it. and so I think something that I'm starting to see ⁓ just to more of an operating lens in association to the criticality of governance too, and to taking right strategic step ⁓ is ⁓ new coming up, And so I'm seeing like an internal AI architect sitting under the RevOps house. And Brooke, I'm sure you're seeing this too in the enablement space because They blend together very nicely. I'm actually on AI like transformation committee. We're seeing that pop up and right, which gives people some freedom, but just enough, That we are empowering and infusing them ⁓ with AI, but it's not through the organizational cracks, if you will. ⁓ And then we're also really seeing kind of that advisory role come up, that go to market ⁓ VP of transformation that can go out in the field and then say, based on our tooling or our platform or what have you, these are our recommendations of how you can seed this in and add the operation to the automation or to the execution in the smartest way, because it is still going to be organizationally specific in how you consume ⁓ agents. So ⁓ just seeing the governance pop up and then to marry that with. these new rolling kind of in committees. Brooke Huckabee: I actually gonna go back to something that Christy was talking about when we talk about the data that we're putting out there. I I also feel like we need to concentrate on the data that we're putting into it because I think a lot of people are creating and I love the innovation, I love the creativity that's happening, the problem solving. here's a here's a problem and I wanna fix it with AI. but it's happening across many organizations and They may or may not be talking to each other. They may or may not be pulling from the appropriate data sources. They could be, out there pulling from World Wide Web. ⁓ However, we internal data sources that are validated and governed, and we have confidence in their accuracy. But is that person in this division over here, are aware of this data source? Are they pulling from it? Are they using the API? There's just so much ⁓ uncertainty around data. And then, from a use case perspective, we could have people in several organizations, RevOps, Revenue Enablement, Marketing, Sales, trying to solve for the same use case. And they're all doing it slightly different. And that goes back to that consistency across the customer journey, Christy, is ⁓ if what the customer is feeling, is these inconsistencies of messaging because they're all pulling from different data sources, that is a very bad customer experience and doesn't help us in the end build that trust that we talk about is so incredibly important in closing deals. And so from a governance perspective, putting my enablement hat on, we have to govern the messaging. We have to make sure that ⁓ we're governing the content, that it's seamless and that it's ⁓ consistent throughout. ⁓ prompt governance, you talked about new roles popping up, prompt ⁓ engineers and prompt governance data governance. Caitlin Crawford: Yeah. Brooke Huckabee: All of that is going to help us govern the customer experience, but those are all inputs that ⁓ we have to get right. Because right now, to your point, Christy, it's the wild, wild west. And ⁓ we have a million can committees and councils that popping up. It's like, our governance, we've got to do it now. and I'm part of them too, Caitlin. ⁓ it's so important. And ⁓ I just keep going back to that well-governed. aspect of all of the inputs to the customer journey. Caitlin Crawford: Mm-hmm. Yeah, I hear that. I I think between the three of us, I tend ⁓ to lean a little bit more the challenger always, in in the sense of, I don't think the data is ever gonna be perfect. ⁓ and I think, inaction is also something that ⁓ we're seeing. ⁓ I think three of us are very AI forward thinking, but there certainly could be listeners that ⁓ are not right the tip of the spear there. And ⁓ have a lot of hesitation to just dip their toe in the water. And I think, saying I I posted this the other day, like saying like, ⁓ I start until hygiene and governance is is complete is like saying, I need to be fit before I go to the gym. Like we've got to meet halfway, right? So I think it's both sides of the coin. But yes, certainly, you know, having that hardness framework is is critical. Brooke Huckabee: I also don't think that the organizations that are going to be the most successful with AI are the ones that are adopting it the fastest. I do think that it will be the ones that are being a more conscious about the customer experience and those touch points. So they may not be the fastest, they're not going to be the slowest, but I think that speed, we can risk just as fast as we can scale value ⁓ from an perspective. So I think that we have to have that balance. I'm a Libra, so there's balance all over the place. Caitlin Crawford: Mm-hmm. Sure. Brooke Huckabee: ⁓ but ⁓ we have to have that balance between the two. Joaquin Dominguez: I would love to hear like if you could share any examples of how you could break that customer experience without having humans intervening in that Because you could think that like showing ⁓ multiple ads to is something good or more touch points, sending them more emails, ⁓ right? But I don't if you can really break customer experience with those activities or are actually when you have a human in the loop, maybe. I don't know, with the message at the wrong time. What what do think about that? if you could give examples, it would be great. Christy Marble: Well me give one example. prior to AI, ⁓ one of the most challenging things for marketers who were ⁓ not a specific industry niche, but who were focused in multiple verticals, so selling to multiple different industries, was ⁓ to create content that spoke ⁓ specifically to ⁓ the buyer as me, as my And let me let me give you three different examples. So people in manufacturing have very, very distinctly different roles than people who are in tech working for software companies versus people who are in hospitals versus people who are in education, colleges in education. or in the nonprofit or public sector space. So for instance, if you send something about generating revenue ⁓ and ⁓ shareholder value and all that and you send that to a public sector company, someone in the US government or someone in higher ed, you've totally hit the wrong message. And so that's one of those that you get in your life ⁓ and especially if you've in a deal cycle. So we talked about the customer journey. So you're deep in a deal cycle and a seller, God forbid, ⁓ to you their AE that hopefully you've created a relationship and all of a sudden they send a message to you that is ⁓ totally generic, Which talks about revenue and you're in higher ed and you're like what? now you've your trust, as Brooke said earlier, in that buyer. So the beautiful thing is now with AI, that ⁓ marketers can now help the whole go to market and journey by tailoring your messaging. So your corporate messaging. By tailoring it to each industry, each vertical that you're in, and making sure that you've got it right. So while you're selling a similar product, the value prop is different in higher ed than it is for hospitals, than it is for public sector, than it is for someone who's selling software. So ⁓ that's somewhere AI is really powerful that can do things so much faster, literally in days for people, for marketers and for the whole go-to-market process. that used to take us like six months, like verticalizing it just ⁓ five years ago. if Caitlin would come to me and I was her CMO and she'd be like, ⁓ we need to verticalize all the content, I'd be like, ⁓ my God, this is a major corporate initiative. It's gonna cost me, I'm gonna have to hire all these contra contractors or I'm gonna have to pivot my whole team. And it's gonna take me six months to do three verticals. Is that okay for you, Caitlin? She'd like, no, we're gonna lose our competitive advantage. With AI, it would be not an issue at all. We could very quickly tailor, run our personas, create rubrics, make sure that our content is ⁓ effective and even produce agents so that every place in the go to market process, we can tune the messaging so that a seller or whoever doesn't and we don't automate sending the wrong message and creating and breaking, right? breaking the customer experience. There's probably better examples that you guys have, but. Brooke Huckabee: I'll just be kind of broad here. I think it's very good in early stages of the sales cycle. From the initial chat on a website through some of the prospecting campaigns, you talked about being able to create campaigns from a marketing perspective, then taking that and translating it and building out a cadence within ⁓ their prospecting system and saying saying, hey, I want to take this marketing message, be consistent with the message, but now I need it to be a one-to-one from a seller to a buyer. ⁓ those early stages, I think that it's really great in helping bring some ⁓ efficiencies there in that process. Caitlin Crawford: I think I land somewhere in the middle, but I think you provided a really great example, Christy. ⁓ Often what we're about, Joaquin, isn't like this new process of go to market. It's just we're adding AI into what we've done in go to market and what we've seen work. And certainly if we're moving too quickly with AI to Brooke's point, then we are gonna rupture that trust component that's so critical about our ICP and our segmentation and our persona and all the items that Christy spoke to. So ⁓ I think ⁓ you apply strategy layer to say, all right, here's an agent that's gonna be doing my segmentation for me, and then I'm gut checking the validity of that. and then maybe I'm using an inbound ⁓ NPS scoring agent, to serve up I should be having. Like there's a very tactical way to go about leveraging these agents, but if we're ⁓ ⁓ in like a spray and pray. methodology with agents or we think about them in such a basic function, you're gonna abuse the customer prospect relationship, ⁓ just like you could prior to AI to Chrissy's point. So ⁓ the evolution, ⁓ if the foundation's there from a strategy standpoint, ⁓ AI is not to fix you. Joaquin Dominguez: one hundred percent. Alright, covered a lot today where AI is changing GTM, what humans still need to own, how AI affects sales and marketing alignment ⁓ and and governance still matters, right? ⁓ And ⁓ I love to hear like ⁓ one advice that you love to give to to a B2B revenue leader trying to adopt AI without losing the human judgment. That makes GTM effective. Brooke Huckabee: Mine goes back to trust and that human human interaction. ⁓ at the end of the day, we're still selling to another human that's experiencing whether it's challenges or, internal politics or changes within change management. ⁓ So think ⁓ at the end of the day, the goal isn't about automating every single customer interaction. We talked about, early stages of being a great a great enhancement there. But we really also need to protect ⁓ moments where there's the human act human interaction. ⁓ are the moments that matter the most in building trust. So having that balance again, going back to that balance of where is AI helping and where do we really need that human element where ⁓ building trust with the customer. So having that balance, not feeling like we have to use AI for everything, but identifying those critical parts of the customer journey where it can enhance the experience and help make our sales organization more efficient and effective. Caitlin Crawford: ⁓ you're early in your AI adoption journey, and you don't have every committee already stood up, I think you need to take a look at the business in your lowest hanging fruit opportunities, Where are your areas of weakness that you really want to drive cohesive strategy around for improvement? Maybe you have a pipeline problem, maybe you have a close rate problem. And I'm of course I'm now speaking from more of a sales lens, but ⁓ identify that operating issue, And of course you can boil the ocean with agents, And ⁓ there so many signals. And really those are our those insights going to be kind of table stakes in the way that we think about scaling. So ⁓ I would say identify that problem ⁓ and build your operating model around Find the AI tooling platform that's going to cohesively drive a real execution, not just serve you insights, but actually act on your behalf and then discern how much human interaction do you want? Right? Are you in a position where, you still have an operating model where you really want the human fully engaged and then just some automation? Or are you in a middle phase, Where you kind of want to delegate some to the AI tooling, but own more of the reins? Or ⁓ is there an that's very low value sweat equity or All of that workflow can be owned by the agentic solutioning. And it can be only the hyper strategy layer that you jump in on. Maybe you're just jumping in for the meeting. Maybe you're just jumping in for that one engagement because account surfacing, competitive intel, all these insights can be driven and guide you to where you need to be and you can just intervene at that moment. And then I think just a couple of like words of wisdom that human time is still the most expensive resource ⁓ in revenue. And AI should help us where it compounds, And so it's got to be used, wisely, and it's not gonna fix a broken go-to-market. it's really gonna scale it. Christy Marble: Yeah, and ⁓ mine would be maybe it's kind of a bit right in the middle, ⁓ which when you when you're come down to prioritizing either how your teams are using AI or how personally you're using AI inside of your company, ⁓ apply sniff test ⁓ of is this gonna help our customers? What's the biggest way we can differentiate by making a difference for our customers? ⁓ Or the the biggest point of friction for our customers? and use AI to remove that friction. So ⁓ prioritize each of those things and use AI for that first. Brooke Huckabee: And I'll add, there are some great I AI tools out there that can help enhance the human interaction. I spoke about the AI role play and training and coaching and things like that. It AI doesn't just mean the tooling doesn't just mean that it's doing the interaction for you. We can we can help. coach and enable sales teams through the use of AI and be able to scale some of our best practices a lot better and a lot faster ⁓ through the AI tools that exist out there. So I do think there's kind of the world of AI tools that can do part of your job for you so that you can focus on the high value. And then there are the AI tools that can enhance your human interactions through training and coaching. Caitlin Crawford: Mm. Yeah, absolutely. Joaquin Dominguez: And the amazing thing is that you can design those tools. But first I think you need to answer those basic questions that you Christy were mentioning, right? You need to really be focused ⁓ on the Well, thank you much, Christy, Caitlin and Brooke. This was a great conversation. I really ⁓ like how we beyond the usual AI hype and got the practical questions of where humans still add value. For everyone listening, thank you so much for joining this episode. If you like this, please share this with your colleagues and give us a like on Spotify and other podcasts. Thank you so much and speak soon.