On the latest episode of the Interesting B2B Marketers podcast, Steve sits down with Anthony, Co-Founder & CEO of his recent entrepreneurial venture, Audience Plus, which aims to empower businesses using editorial media and thought leadership to spur growth.
They dive into the transformative power of thought leadership and content in shaping market categories. Anthony highlights the essence of a robust content strategy and the role of specialized teams in executing it. He cites impactful outcomes, from billion-dollar acquisitions to creating new, globally recognized job functions.
Their conversation also navigates the nuances of hosting successful conferences in the post-pandemic era. Emphasizing event positioning, speaker selection, and innovative tactics for registrations, they discuss the allure of unique experiences and the impact of strategic venue selection.
The episode gives a glimpse into Anthony's unexpected entry into marketing at Gainsight, stressing the importance of adaptability and mentorship. They end by discussing the evolving B2B marketing landscape post-pandemic, emphasizing the need for fresh strategies to stay relevant in this dynamic field.
Connect with Anthony Kennada and Steve Goldhaber on LinkedIn.
On the latest episode of the Interesting B2B Marketers podcast, Steve sits down with Anthony, Co-Founder & CEO of his recent entrepreneurial venture, Audience Plus, which aims to empower businesses using editorial media and thought leadership to spur growth.
They dive into the transformative power of thought leadership and content in shaping market categories. Anthony highlights the essence of a robust content strategy and the role of specialized teams in executing it. He cites impactful outcomes, from billion-dollar acquisitions to creating new, globally recognized job functions.
Their conversation also navigates the nuances of hosting successful conferences in the post-pandemic era. Emphasizing event positioning, speaker selection, and innovative tactics for registrations, they discuss the allure of unique experiences and the impact of strategic venue selection.
The episode gives a glimpse into Anthony's unexpected entry into marketing at Gainsight, stressing the importance of adaptability and mentorship. They end by discussing the evolving B2B marketing landscape post-pandemic, emphasizing the need for fresh strategies to stay relevant in this dynamic field.
Connect with Anthony Kennada and Steve Goldhaber on LinkedIn.
Disclaimer: The transcription of our podcast episodes has been generated by a third-party AI tool. While we strive for accuracy, we cannot guarantee that all typos, errors, or misinterpretations have been corrected. So, if you come across any blunders, don't blame us. Blame the robots. (Just kidding, don't blame them either. They're doing their best.)
Steve Goldhaber: Hey everybody. Welcome back to Studio 26 and the interesting B2B Marketers podcast. I'm excited to have Anthony join us. Welcome Anthony.
Anthony Kennada: Thanks Steve. Appreciate it. Thanks for having me on.
Steve Goldhaber: Yeah. All right, so before we jump in cases, let's give the audience an overview of what you've been up to and what your background is.
Anthony Kennada: Yeah, so I'm a C M O by trade. I I led marketing for a company called Gainsight for. About seven years went on to lead marketing for a company called Front in the Customer Communication Space, and then most recently hop in during the sort of virtual events craze of the early two thou or 2020s, I guess.
One of the big lessons that I learned, I think we're gonna talk about it today in some of the cases, is just the power of thought leadership to not just create a big brand or kind of mobilize a community, but also to drive revenue, to fuel the growth engine for a business. And so I sort of stepped down recently here from my C M O gig to launch a company called Audience Plus.
So I've been to the founder chair now for about a year and a half, really around this idea about how do we help companies create rich editorial media podcasts just like this one. Distribute that content, build an audience around it, and ultimately connect that audience engagement to revenue. So it's kind of been a master's thesis of the my, my C M O journey.
Yeah, been a really exciting time.
Steve Goldhaber: Awesome. All right, well thanks for the, the background and let's jump into the first case. So this one you're gonna walk us through kind of developing a new category that was underserved and the role of, of content and thought leadership in bringing that to life.
Anthony Kennada: So one of the businesses that comes to mind is one that did not have sort of a existing category that they were kind of launching into.
And so what the company had done originally, kind of using some just maybe big company bias kind of coming into that process. They spoke to a lot of analysts, Gartner and Forrester and others. Their customers in front of them. They, you know, did demos, all this sorts of thing. What was interesting is the advice they got from the analysts in terms of like, how do you position the business, what category you're operating in, was aligned to the research areas that they wanted to effectively kind of sell services into.
And it didn't feel authentic to, to the company to sort of position in that way. What they had observed was that there was a job function that existed that. Would effectively be the buyer of the product, but was very underserved. They did not have kind of existing budget. They didn't really have a seat at the executive table to really, you know, make a lot of these purchasing decisions.
And what the company did was actually go and there was this like little community on LinkedIn that would get together in office parks around the Bay Area, kind of every kind of month or something. Then when they sat in on these meetups and observed just the, the power of when these people got together and kind of shared their scars, shared kind of their journey compared notes, and so kind of the light bulb moment was what if we sort of went against kind of the analysts kind of playbook here from taking kind of a disruption play against kind of a really big entrenched incumbent in the market.
Instead just found a way to champion that persona through content, through community, through all of these different kind of avenues. So that's what they did and think, you know, one of the things to talk about later is, is how kind of atomizing that into events and some other programs. But they effectively hosted a event that was all about thought leadership and community and best practices.
Nothing to do with what the vendor was doing, but everything to do with serving and educating. Connecting that persona, and that turned into an entire marketing strategy, basically that great turnout for year one. And it turned into kind of, you know, a decade plus of championing a persona. Now, what that means effectively was a portfolio of content marketing programs that basically, Kept executing that promise of education and connection.
It turned into events, which I think we'll, we'll talk about more in greater depth. It turned into, you know, podcasts, virtual programs, all these types of things. And ultimately the end result for the company was one, a new category was established around their space. The company that sort of championed the growth of that was aligned as sort of the thought leader aligned with the movement that they were creating.
Most of the demand generation, I believe, you know, something to the tune of 80% was sourced directly through these thought leadership programs. So somebody came in through a content program, eventually became, took a call, and then eventually became a customer. So the power of thought leadership to establish the category, but then monetize it into revenue was really impactful.
Steve Goldhaber: So paint a picture of like, there was an existing product, you worked with analysts, you listened to potential customers. Did the product itself shift or was it just No, the product was the same. It was just the, the outside layer of how we went to market.
Anthony Kennada: I'd say the problem never shifted in the sense of like, the pain that the product was, was meaning to solve.
The product for sure got, you know, shaped a lot by early customers and as kind of the market started to mature. But the, the focus on solving that problem is something that 10 years later, the company's still focused on today. So I think that's kind of a, a distinct thing. But certainly there has been a lot of like, influence from these kind of customers on the evolution.
Steve Goldhaber: Yeah. I love the idea of just listening to the, you know, like you said, people were, we're in this LinkedIn group and we went and listened. How, how long did that go and who attended?
Anthony Kennada: It was pretty, I think the, the, the company actually ended up having like a relationship with the association basically that was planning their, those efforts.
But it was a pretty fast turnaround in that early days from like the first participation in that meetup to hosting the first conference, something in the order of like a quarter. Basically, so, okay. It was a, a magical kind of moment. And the c e o was there you know, the head of marketing was there.
I'm not sure who else kind of attended, but certainly, you know, the hot chief kind of, you know, decision makers were there for that observation, which is what I think led to that buy-in to do something that most companies don't do. Like, okay, let's host a conference as an early stage business in our first quarter of existence, basically.
Steve Goldhaber: I mean, nonetheless, it's like a great grassroots thing. I think there's so many people who just could get caught up in the product, in, in their own office space, and they're almost like nervous to go out and talk to customers. Yeah. So the fact that the fact that you embraced it pretty early was, was a good move.
So tell me like when you figured out, all right, now we've refined who we are. Now let's turn on the thought leadership. How do you decide what to do in terms of content creation? Because that's the biggest fear of a lot of B2B marketers is it's just there's too much, am I doing video? Am I doing webinars?
Am I doing infographics as a thought, regular, traditional white papers? Like how do you figure out how to focus?
Anthony Kennada: Yeah, it's a great question. I mean, I think continuing the observation that earlier around listening to the audience, listening to your customers, understanding where their pain is, I think is critical to kind of making sure that we're not just creating content for content sake.
Creating content that's actually going to add value to the audience. And so I'd start there, you know, a tactical thing. You have sort of the kinda what, you know, what is the intake we can take from the market, but then also like what is sort of the narrative that we want to introduce into the market as well.
And on that latter point, one thing that that I've seen done well is instructing companies to, this sounds kinda crazy, but like author, the table of contents for the book. They want to write one day about their category. 'cause every business book has a kind of a similar structure, right? Like act one is like justification of the idea or the category or whatever.
Like, why should I pay attention? Why should I invest in this category? Act two is sort of the big middle. That's, that's the playbook, the best practices. Each chapter is one best practice of the entire kind of category. Like if you follow this handbook, you can self-actualize in this career, you can do well in this role.
And then the third act is, well, what happens when we do. What is the impact to customers, the impact to our teammates, impact to investors? It seems to be kind of a semi, you know, common kind of framework. And so what's interesting is that each chapter is effectively a almost folder of sorts for, you know, tens of blog posts, you know, webinars, podcast episodes, themes.
What you're doing is you're starting to like frame this discussion within the umbrella arc of a story that a kind of keeps the team focused on kind of what you want to write. And then b literally could be repurposed into a book at some point as the, the market starts to mature. Yeah. So that's sort of one thing, one tip that I saw work actually pretty well in previous companies.
Steve Goldhaber: Yeah. I, I think that's a great tip. How powerful is to almost create a physical mockup of a book and just say, we're writing the table of contents. That's a great idea. So you've got the focus of, of the story you want to tell. Now you're a newer company, how do you actually build the content team? Like there's the in-house, there's the outsource, there's the hybrid.
Like how did you go build that?
Anthony Kennada: Yeah, I think it's one of, honestly one of the most important hires in marketing period. But also just today with so much noise on the internet and you know, and you are need to really stand out. It's critical. So, you know, I think it depends on the budget, it depends on kind of the commitment, you know, of the team.
I think you could certainly benefit from a full. Time kind of content marketer in-house. We're an early stage company all in on content marketing and we don't have one yet because we're, we're just early. Yeah. And so for other folks you might consider working with contractors, it's pretty decent kind of freelance community around writing, specifically around writing.
There's great agencies that could help support as well with like podcasts and more of the editorial kind of content. But it does come down to like what is the sort of profile, what type, I think to your earlier question, What are we doing when we, when we say content, do we mean written blog posts from an ss e o perspective?
Do we mean editorial writing where journalism and more of a creative kind of background might be interesting? Or do we mean like media production, like video, you know, events digital events, podcasting, those types of things. So I do think there's sort of the, the three tiers are like, hire somebody full-time.
And I think certainly as you start to mature, Call it a series A plus company, having a full-time person responsible for production and distribution of content's gonna be important. Augmenting that or supporting that person with potentially contractors or freelancers of which there are many, and also just these specialty agencies specifically also around the media side that I think really help kind of shape the goals or sort of throughput on the product.
Steve Goldhaber: Yeah. All right, so now I'm gonna jump ahead. You mentioned this before when you talked about like 80% of opportunities were sourced from content. That's an amazing number. So like give us some other context around the outcome of everything that was built on the pipeline side.
Anthony Kennada: 80% sourced, a hundred percent influenced, which was crazy, but.
Even outbound campaigns had sort of a touchpoint throughout the thought leadership around the way the company was acquired for over a billion dollars. And so that's an outcome for sure. But I think most, most interestingly is, you know, especially for a lot of companies operating in new categories, there's often like a people component to this.
That job function. That was again, a cottage industry that met in random office office parks in Foster City, California became one of the fastest growing jobs in the world, and LinkedIn data validated that and kind of published a lot of research around it. And so there's something sort of that as a marketer or as anyone as a human working in enterprise software feels good about the ability to help champion a job, a profession.
I think that was one of a powerful outcome as well. Yeah.
Steve Goldhaber: All right, cool. Well, let's do this, let's jump into the next case study. This one is related. We're gonna do a deep dive on how to, how to put on a, an effective conference.
Anthony Kennada: Yes. Which has changed a lot over the years. Our, I think the, we're all still learning reeling from the virtual event, gonna craze and everything.
What do events look like now in a, in a post pandemic world? I do think things are changing.
10 is idea of hosting a conference again, feels. Interesting, I think to many CEOs, certainly to some CMOs, but we all appreciate how hard events are and how expensive in many cases they are to produce. But there is something about the human component of getting together in person that's just so hard to replace and digitize or automate in marketing.
So for this business, there was a deep appreciation for that and the company wanted to, again, with very little resources and at a very inappropriate time. If you look at any best practice, wanted to host their own event. So imagine a world where you don't have sort of, you know, a large kind of program budget to support putting something like this on.
But there is this kind of community developing around the idea. So I think step one is sort of how we position the event and there's an important kind of distinction here. Positioning the event as an industry event and not a customer event. When we position event as a customer event, it's great, but you're limiting your TAM of who can attend.
And also it's gonna be fairly product centric, or at least that's kind of the, the belief and folks you may not want to go and be sold to or view it as sort of a training kind of program industry. Make sort of the, the cognitive reference be more about education or career advancements and those types of things.
You're casting a wider net for attendance. You're getting a lot. The mix of attendees might be more prospect should be more prospect than customer heavy. Not to say we don't care about our customer attendees, but that helps create this sort of movement orientation around, okay, this is the industry conference of record, category X, whatever the case may be.
Second is like the speakers. Speakers and the agenda really do add kind of credibility and brand equity to being Amen. Especially if this is your first time hosting an event. And so what we've seen that customer do was pick one speaker that they went and paid for. I think they spent $20,000 or so back then at least, might be a lot worth, a lot more now on Jeffrey Moore who wrote Crossing the Chasm.
And he was sort of the, the draw as it were. Then the idea is, okay, can you leverage the sort of pay-for-play keynote speaker to go get like a list of five to 10 other names, credible names in the industry to add their brand equity to the table. So we went to CEOs using our investor relationships and the portfolio, and then just the broader network and said, Hey, we have Jeffrey Moore speaking at a conference all about X.
Like do you want to be a part of it? And we got a number of yeses. So now at this point, the rest of the agenda was sort, not easy, but easier, kind of tell the story. 'cause it wasn't like no name company hosting first time event. Do you wanna be a part of it? It's Jeffrey Moore and Aaron Levy and all of these amazing people are gonna be there.
Yeah. So that helped quite a bit. And finally, maybe one more point just 'cause I can talk all day about this one, so I'll, I'll keep it short, is how do you drive registrations to the event? After, you know, the company had done this for over seven years, and, you know, in different kind of global cities, one thing has, has remained true.
The best way to get people to actually go from like hearing about your event to registering for the paid event is to drive urgency around a kind of compelling moment. Typically, those are, we're selling out. Early bird is ending. Prices go up at midnight. Those were the only programs that actually led to spikes in registrations like agenda announced.
Great. It's important. We need to kind of educate them. Keynote speaker, added great. But when only when pricing was increasing or capacity was was closing, did people actually feel like now was the time to register? And so think about your pricing strategy, how you develop your SKUs, what the sort of campaign calendar looks like to drive those emails towards that.
The outcome for the company is they, I mean, they established this event as the preeminent kind of place every year where the industry gathered. It became the one of the top lead sources as well for, for driving kind of business. Also a place they built this sort of like executive briefing center on site.
So from a sales perspective, they were booking meetings with existing prospects on site at the event I. They saw a high correlation with close rates for companies that actually attended their, their event. So I think that's kind of the main outcome that, that this event became sort of a multinational kind of global event with sister events in the UK and Australia, virtual kind of follow-up workshop, like program every, every summer.
And it became almost this like, True north for the marketing calendar, where we had these kind of major milestones across the entire calendar that we were able to drive our launches around a number of different kind of programs. Were sort of calibrated to the calendar around kind of the conference plan.
Steve Goldhaber: Yeah, I like that. You know, I like the strategy around pay for one well-known speaker. When I was doing an event years ago, someone put me in touch with a, essentially like a speaker broker. Yeah. And we, you know, I talked to him and he is like, all right, here are my 30 people I represent here. I mean, these are all like, they were other either like former government officials that you would know or you know, Navy Seals or old athletes.
And it was just so funny. To just see all the prices next to these people based upon kinda what they were worth. It was almost like trading baseball cards back in the day. But it, it's a very powerful approach. I think I've also seen it used well if you're doing a small event for like 10 or 20 people and instead of the person, it's essentially the restaurant.
So, yeah, you know, I'm in Chicago, there's a ton of great restaurants. Someone will pick like a top 10 restaurant and be like, We've managed to secure a private room. Yeah. We'd love to have you there. And you kind of go, I've never been to that restaurant. Yeah. I don't know these people. What's the worst that could happen?
Yeah. So it's, it's funny how you have to train yourself that your own company will never be the draw. Don't That's right. Don't bank on that.
Anthony Kennada: That's right. And it's so funny in 2023, Now with like peop, I think the burden of getting somebody to actually board a plane or go into traffic after work to go to that dinner event is even higher.
It's harder to get folks to actually do that. So what I think what you're hitting on here is like we need an experience. There needs to be something that goes beyond sitting in the keynote hall, just listening to sessions all day. Yeah. That actually gets people convicted to the point of saying yes.
Steve Goldhaber: Yeah.
I mean, I've also seen
companies. Use the weather to their advantage. So if you're a Midwest company, which in, you know, four or five months outta the year it's cold. Yeah. You say, Hey, why would we not do a three day conference in Arizona Yeah. In February. Like, and that's all part of the decision making process.
I think that's the, that's when marketers really get it. They understand that like, you just gotta know consumer behavior and sometimes it's as ridiculous as it is. Yeah. If someone is like, well I'm just gonna use this as like a, a small vacation. Right. I. That's enough of an insight to say, fine, let's play, let's play up to that.
And now they've spent two, three full days with us based upon that. Totally. No, I think that's great. Alright, well let's do this. I wanna jump into q and a. Cool. Tell us about your first marketing gig. What were you doing?
Anthony Kennada: So my first marketing gig was actually, Gainsight. So my background is more in sales, BD and product, and I got dropped into the head of marketing role and so I didn't come up through demand generation, product marketing, any of the sort of background that one typically takes.
It was sort of like fake it till you make it, figure it out. And thankfully we exercised a lot of first principles that I think helped kind of shape that company's potential. But yeah, that was my first counter counterintuitively, I guess that was my first marketing gig.
Steve Goldhaber: So when, when that was offered to you, were you like, what's going on?
Like, this isn't a good fit? Or were you like, no, I, I got this. I love marketing. Oh, I had no idea.
Anthony Kennada: No, no. I, I filled up, yeah, I built a 30, 60, 90 kind of plan before getting hired for product, for leaning product for that business. And then in the interviews, I, you know, so how do you, how do you feel about marketing?
I'm like, well, lemme come back and, and, and figure it out. And I was on Wikipedia looking up like demand generation trying to like, get the terms right and everything. So it took me a while to figure it out. I. I will say it speaks to the testament of having great mentors, people who believe in you, people who see something in you that you kind of didn't know you had in you.
And that was Nick Maa, the c e o of Gainsight, who saw the marketer in me, even when I had no idea about the profession.
Steve Goldhaber: Yeah. All right. So now you're, you've cut your marketing marks on the industry, so like what is it that you love about marketing today? Yeah. What's the stuff that gets you most excited?
Anthony Kennada: I, I love the people component of it.
You know, I love, it's such a, you get a chance to really appeal to like the emotional core of, of folks and, you know, not, that's not to say other professions, other kind of functions don't. But I especially love looking at the consumer marketing playbook and kind of what folks are doing and finding ways to bring that into the B2B context, because I feel like B2B, we just lacked kind of consumer marketing by about three to five years in most cases.
And so it's almost like a cheat code to say, well, what's working today with. You know, streaming or the creator economy or all these other kind of verticals and d D two C and how can we kind of pull some of that into B2B as a competitive differentiator? Yep.
Steve Goldhaber: What's what drives you nuts? My go-to is the MarTech stack and how complex it is, even though it's very powerful.
So you can't use that one 'cause that will go on forever. But besides that, what is it something that you just love to change about the industry?
Anthony Kennada: You know, I think we've created this sort of, Belief that brand marketing can't be measured and investments in brand are, that's a cost center that is outside the context of the growth equation for a company.
And I think a lot of what we talked about today, one could put under the context of brand. Thought leadership kind of community, these types of things. It drives me nuts because I found the opposite to be true across, across my career. That brand actually is a fundamental driver and accelerant of growth and it can be measured for companies that are, are willing to to do so.
So that's the one that always gets under my skin.
Steve Goldhaber: Yep. Yep. I'm gonna focus on working with leadership right now. So you, you've run companies, you've been part of other companies as you've been a marketer, like what works well for you as it relates to bringing executives along? Like what were you, were you presented with situations where they're just like, this isn't happening, I don't like it, and you were able to persuade them?
Like, give us a little bit of an understanding of, of what you've learned about managing up.
Anthony Kennada: I mean, I think, I think the first component to it is making sure there's a shared vision for success. So often companies can be in like execute mode that we don't take a chance to step back and figure out where are we going and why is the work that we're do, how is the work that we're doing actually contributing to that company goal?
So I've, I've pushed up for sure to get companies to step back and kind of articulate that, document it, so not have it be just something that we're. All assuming, but something that actually is written and shared and, and expressed to the rest of the company. Second, is making sure we have enough resources to actually execute the plan.
Because so often, you know, there's sort of grand ideas or there's high ambition, but not enough people or budget or what have you, to actually execute it. And my experience is that that's what leads to a lot of burnout and stress within teens is, yeah, hey, I understand where we're trying to go, but I don't feel equipped.
And so some of that involves resetting expectations as you sort of manage up as well as sort of, you know advocating on behalf of the team to get at least enough resources to, to execute kind of what's put in front of them. Yeah, those are the two things that really jump out to me, that have made, made a lot of difference.
Steve Goldhaber: I've gotta tell a funny story about documentation real quick. So I think I've referenced this on the podcast before. We bought a home about a year ago. We've been renovating it. It's a 1930s home. We're doing some work on the outside and it's a stone exterior and we're trying to find this stone and the the architect is like, I'm just trying to source this.
I don't know what it is. And I go, wait. I go, I've got a document from the original builder. It wasn't the blueprints, it was a hundred page document that outlined how the home should build. And it was all written out, just pure text. And sure enough, in the middle of this document, Was the quarry that they had bought the stone from.
Wow. And I showed it to the architect and, and they were like, this is unbelievable. Like, I can't believe someone went to that length to document it. And so that was my, that's my documentation story. Story. Incredible. I'm gonna tell moving forward was the amount of time that we saved to source it as well as like, we now know the quarry.
It's in Wisconsin. Wow. Go, go up there. I'm sure the rock's still there. You know, like nothing's changed to that rock in a hundred years. Yeah. Documentation that the so important, the, the most unsexy thing any marketer could do, but also the most productive. Right. You know, looking back on your, on your career, whether it was just in marketing or prior to that, what are some things that you've learned about yourself that you, you know, today that you would kind of say, Hey, I totally do this different.
Anthony Kennada: If I had to go back in time, I. Marketing is such a multidisciplinary function, right? You've got a lot of like left brain thinkers, you got right brain folks. And so what I've kind of experienced about myself, maybe feeling like a bit more of a creative kind of in the process is how emotionally attached I get to my work.
And so I'm like an Enneagram four, which basically if you read into the Enneagram four, You're like a creative artist that should not belong in a corporate setting, basically, is what it says, which is really encouraging when I learned that. But that shows up for me with how maybe I receive feedback on some of my work or if we have, you know, there's no shortage of new ideas for us, but like feeling emotionally connected to an idea, to its execution, whether it gets funded or not, those types of things.
So, That's something I've been more cognizant of and trying to distance myself a little bit from work. Yep. As to not be completely stressed out. Not unnecessarily, but you know, not wanting to bring that home.
Steve Goldhaber: Yeah. I gotta tell you, man, I, I've not done the that profile, but I, I have to fit that thing.
'cause the same thing early on in my career, it was like, well, if I came up with the idea, it's just a question of how we're gonna implement it. It's not, is it a good idea? And I think that that took me years just to really distance myself. I. Now I'm almost overly cautious when I present an idea sometimes.
So let's say I have like an idea that I think is really good. I will present it along two other ideas and just kind of take the bias out and say, Hey, a couple different ideas, which one resonates with you? What do you think is the most potential? And yeah, sometimes I have to come up with other ideas now, which is like, instead of just pushing my one idea, that's good.
That's good practice. It's a hard thing to do. It's, and it's tough to something that you're so excited about. Yeah. To just step away from it and say, ah, no one likes that idea. Except, except me. Except me.
Anthony Kennada: Totally. Except me.
Steve Goldhaber: I should have a folder of just fun ideas that only Steve likes. All right. Anything else you wanna share as we, as we wrap up?
Any, any different perspectives that you've learned along the way that you thought the audience might find helpful?
Anthony Kennada: Yeah, I, I just think it's, it's a really interesting time in B2B marketing right now. So, you know, I've been in the industry now. This getting close to 15 years in the function, and I've never seen so much rapid change as I have in the last 18 months or really since, since the pandemic in the terms of what channels are performing, in terms of, you know, you know, content marketing meant inbound marketing and ss e o blog posts, not two and a half, three years ago, and now we're on podcasts and videos and live streams and, and the, the tool bag is, is changing audience ownership from a data model perspective is changing.
Third party cookies are going away, so it's disrupting kind of the paid distribution kind of motions. And so I'm just like really excited to see kind of how we as an industry kind of navigate through this in the years that come. But the only thing that seems for sure is that what worked in the past isn't gonna be the playbook to kind of carry us into this next chapter of, of our industry.
And so I've got a lot of optimism and excitement for kinda what's coming next.
Steve Goldhaber: That's great. I think that there is so much change, and I always joke about if you're not entirely confused about where we're headed, then you're not. Aware of what's happening around you because it, it's so dynamic. Yep. It's what gets me excited.
You know, I've been doing this almost 25 years and I, and I still tell people like, I don't think it's been a more fun time. Yeah. And I kind of did that, you know, the internet clearly was like, oh my God, this is gonna be so much fun. Yeah. And now it's like another way of, of, of possibility.
Anthony Kennada: So I'm excited too.
I mean, even the last, you know, year here, so it's, it's.
Steve Goldhaber: All right, Anthony, thank you for sharing your wisdom on the podcast today. I wanna thank the listeners for joining us. As always, you can find all the content. On YouTube, we publish it on the 26 characters website as well. You can obviously go to Apple, Spotify, all the other distributors as well.
So thanks again Anthony, and we will catch you next time on interesting B2B marketers. Take care.