Margot Mazur

When I first joined Frontify and the partnership team, I quickly got used to using Gong for all my external calls. The funny thing is, more often than not, the people I'd speak to would also get very excited about it and ask if they could get it too (mind you, this was BEFORE the big AI hype). So naturally, when Udi Ledergor 🏳‍🌈 invited marketers to talk to him and learn more about how to leverage Gong for marketing, I was excited to hear more. While talking to Udi, I was reminded again about what a great tool Gong is (yes, I work for a SaaS company, and I love software, so what) and how easy it is to leverage for direct feedback at scale from your customers and prospects. Thanks so much for the insightful session, Udi!

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We currently have over fifteen open roles at Jellyfish. You deserve to work here. Come build with the smartest, most competitive, and most empathetic people in software. If that wasn't enough: 1. We are leading and shaping a new and emerging market. This opportunity doesn’t happen very often. It is RARE. 2. We are lucky to serve brilliant engineering teams across the globe, from high-growth startups to Fortune 1000. 3. We build brands, not jobs. My focus is primarily on the team that I serve. I want to build the company but also the personal brands of the team. You will not have to use a resume to get your next job. 4. The next few years will be career-defining for the Jellyfish team. Our product is built for this environment, and our growth shows. 5. We obsess over the experience of our employees, prospects, and customers. It’s the only thing that makes us relevant. Our job is to surprise and delight. 6. We have a great new office in Boston but an even better remote work environment. 7. We live by the philosophy of “share before ready.” Perfection has no place on this team. It’s about focus and iteration. 8. We have fun. Open roles: BDR Business Development Backend Software Engineer Upmarket Account Executives Engineering Manager Engineering Team Lead Frontend Software Engineer Full Stack Engineer Implementation Engineer Product Manager Data Scientist, Product Forward Deployed Engineer

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1 RevOps team or separate CX, Sales, and Marketing Ops teams? I spoke with 4 RevOps leaders this month who all had the same painful story about this decision. Here’s how it usually goes: ✅ Start with separate teams: Sales Ops, Marketing Ops, CX Ops. It makes sense early on: - Processes and reporting are function-specific. - Each exec gets their go-to ops person to execute more quickly. But then the cracks appear: ❌ Siloed data and processes. ❌ Finger-pointing due to misalignment. ❌ No clear view of the customer journey. ❌ Ops becomes order takers and firefighters instead of strategic partners. In the worst cases? Ops teams are stuck defending execs instead of being the truth tellers your business needs. What happens next? Painful consolidation. All 4 leaders shared how they had to merge their ops teams into one RevOps function, rebuilding processes and data foundations from scratch to match the customer journey. The results? Functions work together seamlessly: Marketing generates leads that Sales actually works. Pipeline forecasting gets easier. Sales focuses on customers that retain. RevOps becomes a strategic, empowered truth-teller, and finally gets a seat at the table. My takeaway is that it’s much easier to launch RevOps with this foundation upfront than fix it later. But it takes discipline and alignment, which is more challenging in high growth environments. How has your org thought about this decision?

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Linkedin needs less of this: 🎤 Just landed a speaking gig at a major conference! 🌟 Team is growing - so excited to welcome [New Hires] on board! I’ve generated X revenue I've networked with X people And more of: I made X mistakes this week I struggled for revenue last month 🚫 My website launch didn't go as planned - back to the drawing board! I'm fed up of seeing the wins. Here's my month so far Professional - Last month Cost Per Acquisition was 2X - 3/3 Marketing strategy failed - 💸 Feeling insecure about my pricing - is it too high? - Google Manager is on a vacation for 2 weeks - Last month the profits were not as expected Personal - House shifting due to severe water scarcity at society - Small car accident - Suffered with flu every alternative week 4th April was my birthday :-( What's your April month REALLY been like? Share it below if you want to. Or just comment And I reply with ‘yes’. ——————— Follow me, tap the bell on my profile Aushmin L. You will be notified the second I post. ——————— #freelance #entrepreneurstruggles #keepitreal #solopreneur #startup #fintech

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For years, the hospitality industry has resisted change, especially when it comes to pricing. "We’ve never done it that way" has been the go-to excuse. But that mindset is costing us money. Think about how Uber and DoorDash charge more on busy nights, and customers still pay. Why? Because they see the value in convenience. The same shift is happening in restaurants: and that’s why my brother and I invested in JUICER. JUICER offers a real-time solution to this challenge. By leveraging data from competitors, local demand, and customer behavior, restaurants can adjust prices in a way that reflects real-time conditions—maximizing revenue without alienating guests. In the past, restaurants had limited options. They either raised prices across the board or discounted, hoping for volume. Neither approach accounts for real-time market conditions. With JUICER, those days are over and restaurants can now adjust their prices in the same way airlines and hotels have done for years. What excites me most about JUICER isn’t just the technology, but the mindset shift it brings. As Ashwin Kamlani, co-founder of JUICER, explains, it’s about unlocking potential revenue that has been sitting on the table for too long.  #HotelTech #Restaurants #HospitalityIndustry #DynamicPricing #Investors HotelTechReport.com | The Leading Authority on Hotel Technology Follow me for more hotel software and technology insights.

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I've offered mentoring calls to people over the years, through orgs like Product Marketing Alliance and Women in Revenue. I do it because it's fun, gratifying, and I'll often learn something too. Like what challenges more junior folks deal with --> How I can be a better manager. What the talent pool is like --> The caliber of talent I should be hiring for. How to deliver X project better --> How to codify my own learnings and articulate them better in my own work. But one SIMPLE thing I learned from one of my mentees years ago: send a small token of appreciation to people who have helped you. Jacqueline S. sent me a gift card to Starbucks after one of our first meetings. It was COMPLETELY unnecessary. But it left a real impression. Many people have helped me too. So since then, I've also sent Starbucks gift certificates, as well as a donation to the Parkinson's foundation, chocolate chip cookies, and Thomas Keller chocolates! 🍪 🍫 Thanks Jacqueline S. for teaching me that simple lesson. 😍

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What do you mean fasting doesn't mean eating fast food? Buckle up if you can. McDonald's $5 meal deal has opened up a Pandora's lunch box for fast food wars as Wendy's launches its own new value meal. At $3, the rival is hoping customers follow its slogan, "Choose wisely. Choose Wendy's". Wendy's breakfast combo meal which combines a portion of seasoned potatoes with two breakfast muffins sounds like it'll stick to your ribs, and it has to as fast food goes aggressive. The new lower-price offering comes as customers are increasingly frustrated by rising fast-food prices. The result has been disappointing quarterly earnings at McDonaldland and Wendy's as customers, especially lower-income diners, scale back or look for other options. Where's the beef? When Ronald threw down the Big Mac hammer earlier this month, it was the opening salvo into a brewing fast food war as chains get the message (hold the mayo) about soaring prices. In other words, there's nothing Orange Dreamsicle frosty about inflation and overpriced meal deals. On the other side of the Baconator, not all fast food chains have experienced a customer pullback. The likes of Chipotle continue to enjoy strong sales and taco bowl earnings bonanza despite raising prices. That may also be why McDonald's is also experimenting with new food items, most notably, the Grandma McFlurry in order to add more variety. Will it cross the road too? Yum Brands which owns KFC, Pizza Hut and Taco Bell owner Yum Brands has also seen an earnings hiccup. So the purveyor of fried chicken, pies and chimichangas is likely to follow with its own new value offerings to lure customers back https://lnkd.in/gwnbYr52 #wendys #mcdonalds #fastfood #restaurant #inflation #consumers

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How do you build or scale a multi-product vertical company? Had some great conversations with amazing VSaaS leaders at our dinner last night. Something that folks across the board agreed on - your team’s capacity to build new product never scales as fast as you want it to. My favorite quote: “When you’re three people building the first three floors, you can build a new floor every week. But when you’re nine people building nine floors, it takes so much longer because you have all the lower floors to worry about. By the time you’re at 28 floors, the 29th floor often feels so far out because you’re so busy just maintaining the first 28 floors.” So when you want to build a new product line, what do you do? 👥 Allocate internal team resources - you prioritize it high up on your roadmap and dedicate your product engineering teams to developing a new product line 🧵 Partner - you connect and refer your customers to a third-party product. There’s probably an existing product out there that you can partner with, but you lose the revenue opportunity, and depending on the product, integrations can be brittle 🧩 Embed - you add and customize the product directly into your existing platform. A lot of software companies can scale with just one “wedge” for a really long time. But for some industries and personas, you need to be born multi-product or get there quickly to actually deliver value to your customers. If you’re thinking about how to add a marketing product to your vertical SaaS, send me a note :) Thanks to all the attendees for a fun night and our friends Nir Dremer (CapitalOS) and Ravi Dehar (Gusto Embedded) for co-hosting the event! Alex Steele Mark Hoadley Gilli Cherrin Pablo Marvel Robert Yuen Jens Jacob Conor McQuaid Adam Eagle Michelle Ling

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I love seeing the ClearEdge team making waves beyond our Slack chats! If you're looking for top-tier marketing insights, these are podcasts you won't want to miss. 🔥 Alison Richmond, our SVP of Marketing, sat down with Brad Friedman on The Digital Slice Podcast to dive deep into all things brand building. 🎧 Catch the episode here: https://lnkd.in/gWS3W5DX and pick up tips on how to start with clarity to create a powerful brand. 🔥 Danielle Byfuglien, our rockstar Business Development Representative, shared her marketing secrets on not one, but TWO podcasts recently! Whether you're a recruiter or marketer, you'll walk away with actionable insights from: The Elite Recruiter Podcast hosted by Benjamin Mena: https://lnkd.in/gUKRqE3V Staffing Monthly hosted by Dan Mori (page 4): https://lnkd.in/g66mcMfM Give them a listen, and let us know—what's your biggest takeaway? And, if you have a favorite recent podcast episode that’s left you inspired, share it in the comments! I'd love to hear your recommendations. #Podcasts #Staffing #MarketingInsights #RecruitmentMarketing #BrandStrategy

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This week, Ashby announced its Series C round of funding! I joined Ashby at a similar time in its history as I did HubSpot - off the tails of a Series B, strong product market fit, endless customer love in a space that typically didn't see any, and a high functioning team who was accomplishing remarkable things together. The difference? HubSpot was my first real job when I joined in 2011. In other words, I had no idea how unique and special it was to watch a company go from Series B to IPO right in front of my eyes. Nearly 13 years later and working at a number of startups (including my own!), I know how much harder it is to scale a business than the success stories make them out to be. I've seen the wrong composition of leadership teams. I've seen mediocre progress promoted as "big news" in attempts to paint a stronger picture than the reality. I've firsthand felt the immense pressure of fundraising when all odds are against you. Up until 10 months ago, I assumed the HubSpot story was a one-time career experience. I'm so glad I was wrong :) Ashby's Series C comes off the heels of 6x growth in revenue since our Series B. We're already working with some of the most admired and innovative brands in the industry. I constantly see swarms of LinkedIn mentions from customers bringing us up in spaces we're not in. And man, is it refreshing to work alongside a highly productive and thoughtful team, operating remotely from around the world. Every day I get reminded of why Ashby is such a special story. And it's an unreal feeling to be a part of writing it. It'll be one for the books. Thank you to Harriet Johnston and Benjamin Encz for not only hiring me, but for me giving me my dream role following a tough chapter of my career (industry layoffs). Thank you to the whole marketing team for constantly pushing the bar on what excellence looks like and uplifting one another while we're at it - Shannon Ogborn, Antonio Vidal, Euphonia X., Kat F., Lindsay Workman, Menno Drontmann, Rosalia Cefalu, Tony Ramirez, Willem Wijnans. Thank you to the leadership team for the humility you consistently carry and for being just as willing to do the hands-on work - Shane Gallaher, Abhik Pramanik, Jim Miller, Kelsey Peterson, Mike Clapson, Kevin Connolly And of course, thank you to those I bug regularly with favors 😝 Bryce Codell, Jacob Miller, Jack Burgess, and basically the whole team! Onwards. 📈

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One of the best people in the PMM game just dropped a GOLD MINE. You guys might remember my podcast ep. with Jason Oakley a couple years ago on product marketing. It turns out he's been pretty busy in the meantime, and just rolled out the PMM Jetpack filled with literally hundreds of resources for solo PMM's (like me!) My favorite part are the examples he's assembled of different kinds of 'great' work. I think the templates and playbooks are cool, but I personally learn the most by looking at other good work and trying to apply it to what I do. And he's got it categorized by use case! If you're a PMM, check this out. It's 50% off for the next 48 hours! #ProductMarketing #JetPack #UpUpAndAway

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When you're not in the board room, you're always wondering, "What's going on in there?". I have now worked with seven companies where I'd regularly present to a board, a mixture of PE and VC-led, and it's almost always centered around a few key topics. If you're meeting your numbers: - what's your future forecast  - how are you going to continue to grow - how will you grow faster and more efficient  - update on money in the bank and spend If you're not meeting your numbers (along with the things I mentioned above): - what is your plan to turn things around and meet your numbers (this includes new logo, back-to-base sales, and churn reduction) - what resources can they offer to help - do you have the right players in the right seat This is an oversimplification because many nuances are at play, but this is generally it. While board meetings can be stressful, almost every board I've worked with wants to be helpful. Of course, their interest is, first and foremost, that the business is healthy and growing, so there's always that undertone, but overall, they want to help. After all, they are guardians of the investments they make on behalf of others and have to report back on their performance. Think of them like they are CSMs for their investors (the folks that give them money). They need to get a great return on the investment they made on their behalf.

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Pierson Krass and I hosted a subscription workshop yesterday with some strong and growing brands in Utah. A few takeaways: 1. This format was more intimate, allowed for more questions, and a deeper understanding of how to better acquire and retain subscribers. 2. No matter the subscription platform you're using, brands are trying to figure out how to get more of them and enable the right sales funnels and retention motions. 3. In awe of Pierson talking to brands under $1m and over $10m in the exact same way. Whenever he recommended a tool it was completely sincere. Disclosed if he's invested in the app (or not). Recommended an app that wasn't his because it would work better for the brand that needed it. I love that. We will definitely be doing more of these! Thanks to those who came out and to our wonderful Utah ecommerce ecosystem. (Yes that's my food on the seat I was taking the pic!)

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Confession: I’m a Goldenhour fraud ⬇️ Alternative title: how I went from being a brand new BDR to being invited & comp’d to events like AMP & Goldenhour as a marketer evangelizing a new role (In two years) - Leaned in hard to learning the SaaS industry, not just the product I was selling - Invested in relationship building early (even when I was a nobody) - Followed the best marketers and sellers I could find on LinkedIn, constantly read their content - Because I was following industry influencers so closely, I knew how to genuinely build connections when I finally met them in person - Started building on LinkedIn as a BDR telling my story, not just for the sake of booking meetings - Picked up on industry trends (2024 year of the Creator!) and shifted my content before I knew a Creator Enablement role could exist - Stayed in touch with leaders like Rob Jones (met at INBOUND 2022 as a BDR) and jumped on the opportunity to work together when he had a job opening - Advocated for the scope of my new role at RevPartners to match industry trends - Continued to build my LinkedIn network, started shouting out companies and leaders who I saw doing great work - Replied to all comments, joined every collab, stayed genuinely EXCITED to be part of it all - Focus on exceeding in my work everyday and manifesting a future where I’m speaking at these events too, not just attending 😉 On my way to #Goldenhour with AudiencePlus and I’m SO excited to see everyone today 🌇 See a future for yourself in SaaS? ➡️ Lean in on LinkedIn. Can confidently say it’s changed my career (and friendships) for the better.

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Event season is heating up. I won’t lie. I have a bit of FOMO. #MAICON24 was last week, HubSpot #inbound24, #Obsession2024 and so many others are around the corner. If you know me, you know I love going to events, meeting new folks and networking. There is always great food, and very likley a baseball game at the end of the festivities. Now as much as I wish I could be at all these events, I know it’s not possible….. but in some ways I now I can…. That’s why I’m so excited to work on MatchPoint. This isn’t some marketing bullshit. (Can I swear on LinkedIn? Hi mom 👋) MatchPoint is the tool I wish I had on every business trip. From being stuck on a layover, to finding some last minute dinner plans or somone who wants to explore the city befor the event begins - MatchPoint is at your side. You’re in control when you want to find a match, and it uses our technology to magically match you with people based on professional and personal interests. (Over 20+ data points). What’s most important to know is the team behind it are all people who love events. What we have built will revolutionize in-person networking at events, around events and even travel to events. Whenever you’re open to expand your network and meet folks, MatchPoint is there. No more going to an event with 5,000 people and missing those 3 or 4 people you should have met. Now if you’ve read this far, come on with one more step and join us on the journey. You can get the app now on iOS or Android here: https://lnkd.in/giR9NsGb It’s free for everyone, including event organizers who want to list their events. I hope you enjoy using it as much as our team is enjoying building it. And if we are in a city at the same event make sure we connect. I’d love to grab a drink, catch a game and talk about marketing, community, AI or the future of technology. See you out there!

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Hot take: We need to stop gatekeeping product marketing. 🚪🔓 Why can a tech person with a CS degree land a PMM role before someone with a background in communications or an MBA? Product marketing isn’t just about understanding the technology, it’s about telling the story of that technology and connecting with customers. Whether you’re working in B2B, B2C, or any specific industry, the core of product marketing remains the same: being a great communicator, understanding your audience, and distilling complex concepts into clear, compelling messaging. A PMM doesn’t need to be a subject matter expert in AI or cybersecurity. What they need is the ability to grasp key concepts and translate them into language that resonates. Product marketers come from various marketing and communications fields, and their diverse perspectives add value. Let’s open the door for talent from all backgrounds to thrive in this field. #ProductMarketing #MarketingCareers #StopTheGatekeeping

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Top H1 takeaway from QBR's about our Rev Org: "We're an ecosystem, not a hierarchy." (h/t Alexandra B.) We collaborate, everyone's voice matters, and we strive to put people in roles they love so they can be madly successful. Hearing this statement was validation that what we are building in the Revenue Org at LibraryPass is unique, and scalable, and contagious. And we have roles coming soon! So if you're interested in being part of an ecosystem, let's chat. Here's to an even better H2!

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I’ve looked around and haven’t found a casual regular zoom meetup with product/growth/product marketing folks working in B2C2B or PLG+Sales-led companies to trade ideas and talk shop about monetization, freemium upgrade paths, success metrics, and retention. Drop me a note here in the comments if you’d be interested in such a thing. Maybe we should make it happen? #plg #productmarketing #product #growth

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Like George Constanza said, "I will do the opposite" [re: Outbound] Yep, jumping into the debate about "Outbound is dead", too. (h/t Jessica Smith for prompting it ;) I don't think it's dead. Like many, agree that it's changing. AI-driven solutions and expedited workflows *should* be taking the laborious and non-pipeline and revenue-generating activities out of the Outbound process. This doesn't happen overnight. Personalization at scale can be effective, but for industries that can *smell* it, it's equally high-risk in burning your TAM as spray-n-pray. Seems new and flashy, but to what end. I've empowered my #BDR team to "do the opposite" a la George Costanza in Seinfeld. No, we aren't leading with emails or call-tracks that say, "My name is George, I'm unemployed and I live with my parents" (though that's a fun pattern-interrupt). The opposite, to an extent, represents going back to basics with: * Quality over quantity: thoughtful outreach and engagement and pointed (but maybe not perfect) timing and relevance. * Smaller territories, target accounts and plays and programs - leveraging Gradient Works for this; highly recommend (h/t Hayes Davis, Lily Youn Jaroszewski) *Sharpening our craft by embracing cold calling b/c it's likely a better way to stick out in the 10,000% increase in prospecting noise; we're all-in on Armand Farrokh + Nick Cegelski of 30 Minutes to President's Club "Cold Calling Sucks" book + methodology *Tighter collaboration with AE's - forming POV's on target accounts and accountability around 90-day pipeline goals to ensure we're helping all reps meet their goals, too. Team effort. *Share & scale stuff that converts - I created a matrix to zero in on the tactics + plays based on Impact on Conversion & Level of Effort. the "High LOE + High Conversion" is working so far. Stay tuned ;) So, no, outbound is not dead. It's harder, and my POV is it might mean reverting back to core tenets of prospecting to break through differently.

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