The other aspect, and we need to take mexico whatsapp number responsibility as marketeers, is that we sometimes give marketing a bad name ourselves. And that goes all the way to the top when you talk about C-suite. I mean, let me give you an example. Today every CMO should be talking about revenue. That's it. Our KPIs should be about revenue. Our strategies should be about revenue. Our reports to the board, to the executive team should be about revenue. Yet, right, we still talk about leads. We still talk about MQLs. We still talk about SQLs, right? Which to be honest are terms that we only understand in marketing and no one else really cares. And the more we talk about them instead of talking about revenue, the more we make the CMO role irrelevant to the conversations that are happening at the C-suite. So let's get back to revenue, that would be my advice here.
CAROLINE: I cannot agree more. Well, actually putting together an entire guide about revenue marketing and how every member of the C-suite can collaborate about it. So I didn't intend this little plug here, but yeah.
ALEX: Hey, it's true though, right? It's what we need to do, right? Every member of the C-suite should be aligned around the key business metrics of every company.
CAROLINE: Yeah Yeah, exactly. And there is so much more to generating revenue than only lead gen, right? Lead gen is like one way of generating revenue, but there are many more options there. Great. So that kind of brings us into our next question. So in your experience, how can a CMO build trust with the CEO, the CFO and the board?
