So at the core of it think from

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from any SaaS, company set up perspective, you have common suspects, a CRM, there's, a customer or buyer journey staff in, in, at a system level that's built. And then everybody kind of shares different kinds of responsibilities in terms of meaning the data, maintaining the data inputs and hygiene, and then what's happening to it. Um, I th at the core that's, you would need only just alignment and on the customer journey. And then the operationalization of that netherland girl whatsapp number at the baseline tech stack, which is a CRM marketing automation, um, an thing CS would be using. Anything that's brought on, on, on top would potentially go through a similar type of, filter exercise, which is if it's a marketing centric tool, then you probably don't need it. But if it's something that touches all functions or more than that, then there's definitely, there needs to be kind of that check on, is it duplicating efforts?

Are we gonna enter data in multiple spots? If, if we're gonna shut, if it's gonna replace an existing functionality, how easy it is, how seamless it is. And what's the buy-in level. If we're gonna at a leadership level, it might sound all great. And like, this is the best thing ever. But if the users which are individual contributors and sub functional owners, if they don't believe in it, the tool is just gonna fall apart. So I think it, it, it's, it's the same kind of orchestration that I like a go to market. Of course, we're gonna have, like our, each function's gonna have its preferred tools, but anything that touches multiple stakeholders that requires that, that threading of who, who gets impacted, what are the current system it's gonna replace? What are the user habits it's gonna, that we need in place to make sure we maximize, h usage out of it. Um, then some sort of a success criteria. It has to have like a successful tech implementation needs to have something that it would do, whether it's process, whether it's efficiency gains from a pro process optimization perspective it just adds functionality that wasn't there, something along those lines so that you can at the end of the day, be like, yeah, that was a successful tool that we brought on board. Um, kind of cross that checkbox.





NICK: Yeah, no, a hundred percent. It's, you know, the tool is not gonna solve your problems on its own. You have to define the problem before finding a tool, it will empower you to solve it. Um, we talked about kind of the company-wide GTM alignment. Now, if we can zoom into, marketing a little bit more, what do you think are the fundamentals of successful SaaS marketing?

FAHAD: That's a good question. And I think there, there, there are a lot of layers to that. The first step is knowing what type of SAS organization is and the, or maturity, if it's, let's say a small company between that five to 10 million mark, where that the company that's between that 10 to 20 then the focus should be on good, not perfect because that perfect. Hasn't been defined and even, and, and it might, it's more of an abstract concept at that point. So if a lot of effort and energy is spent on doing things, just the, exactly the way this should be, you're gonna waste potential resources and the most important being time and not knowing what actually works. So right. That's the first thing I would say is, is in a lot of context, even beyond that, if, if, if, as an organization matures and you cross that 50 million ark and you're between that, that 50 to a hundred good is a good starting point because then you can optimize and, and more importantly, you know, what works, if you, the perfect side if you have data to validate that that level of execution is gonna get us the result a hundred percent double down on that.