Episode Transcript
[00:01:12] Speaker A: The actual sequencing and ordering of these things actually matter in terms of how they hit the books and how they materialize, how they add value to our customers, how they add value to Clio monetization actually has that viewpoint.
[00:01:23] Speaker B: Yo, Mike Chek. What's up, everybody? You're listening to the street pricing podcast, the only show where proven SaaS leaders share their mindset and mistakes in pricing. So we can all stop guessing and start growing. Enjoy. Subscribe and tell a friend. Now let's break it down with your host and sought after slayer of bad pricing, Marcos Rivera.
[00:01:46] Speaker C: What's up, and welcome to the Street Pricing podcast. I'm Marcos Rivera, founder, author and pricing coach. And today's guest really excites me that she's here. She's done it all. She's been in the startup world. She's been at a company that has really grown and scaled hyper fast and has seen all the different elements of pricing, monetization, packaging, marketing. We have a wealth of knowledge in front of us, and I'm excited to bring her with us today. So joining us is Min Fitzgerald. She is a director of monetization at Clio. Min, welcome.
[00:02:17] Speaker A: Thank you so much for having me here.
[00:02:18] Speaker C: Marcos, you have no clue how excited I am, mainly because there's like learnings along the way in a journey, right? What you learn in a startup, what you learn in a big company, could be very different. And I have it all in one person. So this is going to be great for my audience, for everyone else. We're going to break this down. But first, I'd love for you to tell us a little bit about you and what you do.
[00:02:39] Speaker A: Yeah, for sure. So, yeah, as you said, like, I've just been in a very wide variety of journeys. So I kind of started my career in management consulting. You're talking like one of the big fours, doing more analytical, like, supply chain type of work, and then building my own startup after that, health tech startup, and actually doing all the paid beta testing, getting something out to market, launching that, wrapping that journey up, and then joining Clio. When I joined Clio, where maybe around 250 people now we're sitting at over 1000 right over the course of almost five years. Hyper growth.
[00:03:18] Speaker C: Crazy.
[00:03:19] Speaker A: Yeah. And I joined right after their series kind of d announcement at the time, you know, in that time, like very, very ramping up that growth and seeing what they were doing at that time, what was missing as a gap, especially from a pricing perspective, and using that as an effective labor for growth. And then what, where they are today and then the future journey that's ahead, which is even going to be, I think, crazier than everything that's happened.
[00:03:48] Speaker C: Hard to imagine, hard to imagine. But see, this is why we're in for such a treat. And the reason being is because, again, there's very big inflection points and differences and you sort of have to think and pivot. And so I think we're going to learn a ton today on the show. And so are you ready to get street with us?
[00:04:05] Speaker A: Yes, I am.
[00:04:05] Speaker C: All right, let's do it. So a quick roadmap for everybody listening here, right? So this show is based on the book street pricing. And so we format in the same way. We'll have a rewind, a play in a fast forward rewind. Tell us a story. Let's talk about a pricing success, a struggle. We can learn from both. Right. Then we'll bring it to play, which is what's working today and what are some of the really effective tools in monetization right now. Then fast forward is a peek into the future, what's next, where you're going, and then let's unpack that a little bit. Does that sound good?
[00:04:36] Speaker A: Yeah, that sounds great.
[00:04:38] Speaker C: Oh, wonderful. Wonderful. So let's go ahead. Let's start off with that story. Mandy.
[00:04:42] Speaker A: You know, I think back in terms of when I first joined Clio, right? So that was, I joined Clio back in 2019, and we actually didn't have a pricing function at that time. I actually joined as the head of product marketing, and that team was super skinny. You know, it was like the team of three. And it's definitely not that today we're just multiples bigger than that just for PMM. And, you know, we kind of did pricing more sporadically on a needs basis versus being at the forefront of your monetization revenue strategy. Right. So, you know, luckily for me, this was an area that we did want to dive into right when I joined and, you know, wanted a full revision of all of our products and service offerings and we were actually looking for someone to work with at that time. That was you guys. It was a really great journey actually having that as an opportunity, like working with you and your team. I mentioned I've done pricing, like, throughout my career, but it's been done not with the kind of best practice and methodical, like bringing together all this wealth of knowledge and pricing mechanisms that you have in terms of processes that we should be going under. So that actually really opened my eyes to what kind of rigor we should be undergoing. First of all, and what wealth of knowledge actually was out there in terms of actually looking at this in a more methodical and approach that we should be having. So that was really amazing. Anyway, so I loved going super deep with our pricing, right. Understanding our customers and the segmentation that we have, right. And really what we started doing was digging into the law firm maturity model, which we actually developed. It's one of our, I guess, IP that we have as a leading LPM and using that as a basis to get very deep into what does our customer need, what do they want, what are they willing to buy? And actually crafting that journey through our pricing and packaging strategy. When you look at our plan construct now, it actually really does follow that. Right. You have your easy start. That's your, hey, like, get started right away with your time tracking and billing functionality to, you know, when you're getting to be a more mature law firm and needing more, you can actually go and buy those advanced plans.
And, you know, over time we've started, you know, adding in things like, okay, what are different add ons that you could add onto that mix, etcetera. It's nice to have that strategy and clarity. And I think that's the biggest win. The struggle definitely has been, you know, like pricing not being at the forefront, but I think also with that, there's been resistance when I joined Clio to actually like, monetizing our value.
[00:07:30] Speaker C: Crazy. That's nuts.
[00:07:31] Speaker A: Yeah.
[00:07:32] Speaker C: I say no to making more money, but I get it. I get it. Yeah, yeah.
[00:07:36] Speaker A: They're like, they're just so. They just love their customers so much and they want to give outsized value. And I think it came from that place. Right?
I love that. Yeah. Yeah. So, yeah, I think that's probably one of the biggest wins. And I mean, over time, we've seen some massive benefits of that. Right. You're seeing, actually launching that pricing strategy actually resulted in better nr, like ARPA, Arpu Lyft. You're looking at ability to innovate more because of that. Right. Like, you're building better and bigger product teams, you're building bigger and better cs and other areas to better support our customers. So, you know, all in all, you're driving growth in your business and also helping your customers.
[00:08:19] Speaker C: That's a big one. I think a lot of folks, when they think about pricing or monetization, making money, it feels like a one way street is like, I am making money for my benefit, no benefit for the client. But when you think about value, it's kind of like a circle, right? Where if you build a value, you give it to them and then you capture some of it, you can actually then build more value and give it to them and then capture some of it. Right. And so it's. It's more of a virtuous cycle in a circle than it is really a one way street of how much money can I get from you? Right. I think people need to maybe reframe it a little bit. Especially founders who have maybe a soft spot for the customer. Right. Maybe they were there at one point in time and they're like, oh, I feel bad charging, but, I mean, if you're really helping, you charge, you get your fair share, and then you help some more. That's kind of exactly the big circle. I love you guys. Reframe that. So resistance at the forefront, right. People don't want to go, how did you kind of get them past that and keep things moving?
[00:09:16] Speaker A: Yeah, I think it's actually demonstrating this value. I think bringing forward, like, you know, some of the, like, the surveying we did actually really helps. So actually, you know, serving our customers, understanding, like, what they valued the most, what they valued maybe like, the least out of, like, our features, what they were, you know, what they thought was actually even a fair value to pay. But also, you know, getting that data, like, all across the business from, like, product to sales to cs and bringing everyone together in one room actually was very helpful because, I mean, as a company gets bigger, like, they do operate more of these silos, right. So it just kind of naturally happens. And, you know, the more and more you can bring these, like, strategic conversations to the forefront in one place, I think is really beneficial.
[00:10:00] Speaker C: Yeah, that's exactly right. So you're. And you're pointing out a very important thing is as you hit different milestones, right, of revenue growth, of team growth, you start seeing layers, starts coming in, and then all of a sudden, your goals start to break down into these different areas, and then you have leads in different areas, and then that starts to create, I think, the ability to do on a functional basis more things, but then it starts to create a little bit of a disconnect between those guys. Right? And that's where pricing kind of sits, is this kind of cross section of sales and marketing and product and cs and all these things. And it gets harder and harder to keep that line of sight. And that's how I think a lot of companies start to lose, like, uh oh, we're. You don't really have a good muscle around pricing. Right. So this is where I mean, you said what, like 100 or 200 or a thousand people or something like that. That's when, that's when this stuff happens, right? Super, super natural, super normal. So you started demonstrating, right? You started getting people over to your, to your side. How did you take it from there?
[00:10:59] Speaker A: I think that actually redoing all of our plans and packages and launching them for the first time actually really helps solidify like these relationships, right. Because you start seeing that, you start seeing how these, I operationalize that you're working with every team to like get it out. And then after it goes out, you're then working with sales to, you know, be really, really on the ground as well as the s on. How are these actually performing? How are, you know, how is the response, right? And it's, it's been overwhelmingly positive, right?
And so they're like, wow, like these guys, like, like this is like a great experience. Like we should be doing this more often like this. This is a real benefit for everybody and our customers. So I think it just, the success of our first pricing program actually really helped with this. And, you know, from that actually a lot of other things have shifted. So, for instance, now pricing is at every discussion of every single new product launch and release that we do, there's a full consideration set. You know, how does this actually fit into our existing, you know, our construct that we have today? What is, are we, you know, what kind of incremental value is this actually driving? When is that value going to translate enough that we should factor this into annualized kind of review cycles? Like there's all of these pieces that are now there that it actually has enabled. So now it's just like we're just like, we're just, everyone just comes to us naturally.
[00:12:28] Speaker C: So nothing like real results to kind of change minds and get people going, right. And I think that's, that's one of the key things here is that I think there is a big wall or barrier up until that first change, right. I talked to companies that haven't changed pricing in like five, six, even ten years, right? And they haven't touched it. Kind of like, ah, just leave it alone and, but not realizing the value and power of that lever. But once they do it, once they do it, they're like, hey, okay, let's, what's next? And then got to almost like the pendulum swings the other way. Hey, hold on. We can't be changing pricing like every month here, right? So there's a, there's a balance to it, but I think that, that you're right. That you have to show them like, look, this, this is a good thing. And then once you demonstrate that, then the mind start to shift over naturally. Right. So if I had to think about how much time do you think it took or effort to get there in your opinion?
[00:13:16] Speaker A: That's a good question. I mean it was an, it was like an evolutionary process and I almost look at it as having like these rhythms to it, right. So you know you have like your massive skeptics, right? And that was like the first time we did it like in like 2022 when we actually, actually ended up rolling it out. Like that entire kind of end to end process probably actually took a good, you know, year and a half, right. But then after it started accelerating fairly significantly. So, you know, this process that took a year and a half now, you know, we do kind of end to end within months. Right. So it's shortened down by an order of magnitude and I think it'll be like, what's happened over time is like I've started partitioning out different types of like our pricing programs and what I call like this kind of core, you know, pricing program like that has shortened down to months versus the 18 months. Net new areas will, are shifting. Right. Like other ones where there's like product releases or like net new kind of like standalone products. That's, that's different. But yeah, that has, yeah, almost certain down by like, I don't know, like over 200%. Right. Like that's crazy.
[00:14:25] Speaker C: That is crazy. Like too much like that is nuts. And I will say if you really play that back, right. That first I read this book crossing the Chasm by Jeffrey Moore a long time ago, right. And it's a, it's kind of like with pricing, you get over that hump, it actually becomes a lot easier and you build confidence and you start seeing where the signals are and understanding it a little better. And you start getting better at it like any muscle, right. You start doing it more, you'll get better at it. And it's just that first one that's really tough for a lot of B. Two B SaaS companies that are out there. And you could go at it alone and do the learning and ramp up. You can bring in outside help to make that faster, better, whatever it is. But either whatever path you take, you still have to kind of do the work, right. And get over that chasm, get over that hump. And so now that you're doing it on the months I want, I'm wondering like getting there again was not an overnight success. If you had to look back and say, you know what, the one takeaway I would tell anyone about our journey is this. What would it be?
[00:15:25] Speaker A: I think what you've touched on, which is like pricing does cut and at every single layer of an organization and it's getting these buy ins organization wide to be able to do it right. So now we have very strong relationships across every department, whether it be sales, revenue, operations like cs to marketing to product, like, we are at the forefront of those. And so, you know, when it comes to getting buy in for new programs or lifts, like, we're able to like secure, secure that very easily and quickly. Whereas at the beginning it was just like, it was like these very challenging conversations we had, for sure.
[00:16:08] Speaker C: And they poke it. They poke at everything and they probably want to see data that you probably don't even have in some areas. And it just, it does make it for a hard sell up front, but sounds like that big. Once you're over that piece and you kind of have to do the do to kind of get there. But once the results come in, that's where I think then everything kind of slopes down and makes it a lot easier to keep plowing forward. So, team, I want to take a quick pause here to ask you for a huge favor that'll mean a lot to me. Please review and share the show. Share it with your team, your friends, your peers. Not only will it help them stop the guesswork in pricing, but it'll also help you and increase the chances that you'll take action and change for yourself. All right, much love. Now back to the show.
[00:16:51] Speaker A: One of the biggest things that, like, CS will be nervous about and even like, product is like, hey, are we going to have massive customer churn when we actually, you know, change, like, customers over to like, new, new plans and like, packages and prices? So, you know, that was something that we had a laser focus on right the first time we did it, how we, we decided to craft that was taking a really, really deep, like, customer level viewpoint pretty much to this approach. And so everything was done fully bottom up. I have a really great team that can drive that type of analysis. But, you know, we're looking at how is this customer doing like, as a whole? Like what's their NP's, what is their product utility, like, what is their, you know, overall kind of total cost of ownership when it comes to how much they're spending? How much are we actually changing that with this change?
What do we think are reasonable changes to that customer? And we actually toggled that at a customer level based on what our hypotheses were. And then we also did, like, micro tests and pilots within each cohort to, you know, determine, hey, is this actually performing at, you know, the expected, you know, customer response rate that we had? And so, you know, we did some very, very slow rollouts, and we actually still take a very measured approach today. Right. And that is really like the secret sauce to, I think, how we're. How we're able to execute and have the confidence is that we run a really tight ship in terms of actually operationalizing all of this. And this actually runs on an annualized cadence. So you know what I'm saying? Like, yeah, we can launch it within months. Yeah, that's like new pricing launches. Right. That was public. But on the backend, we're operationalizing constantly.
[00:18:39] Speaker C: That makes, that makes it tough because there's, those components matter. Right. Coming up with the model is actually only one part of the whole thing. Right. You actually need to operationalize it, launch it, communicate it, like, set up your infrastructure. All those things need to happen because you're, you know, this is kind of how you make money. It's kind of important. Right. But you said something really, really interesting is the. The way you're breaking it down. And this is where in any problem that you're facing, if it could be insurmountable, if you're just looking at us, oh, my God, this. We got to change this pricing thing. But if you break it down, it actually becomes a little bit easier to then start attacking it in these smaller chunks. I'm thinking about how you broke down your customer base and really got understanding the differences between them. Then you did these micro tests, which I love that, by the way, these micro tests and by cohort and breaking it down and seeing what happens. Of course, that doesn't happen overnight. You get good at it as you do it. But by breaking it down to those by cohort micro test, you're able to then sort of then create a bit of a agility in your pricing motion, which is beautiful. I think a lot of companies would love to get there. That's fantastic.
[00:19:47] Speaker A: Yeah. No, I'm very proud of my team with where we're able to, where we've gotten to with that approach.
[00:19:53] Speaker C: Break it down. I love that. Break it down. I think it's a big key there. I love that. And huge story. Big takeaways on that one as well. Let's bring us into the present. Right. Let's go into play and let's see what's working really well today from a monetization perspective. What are you, like, oh, I'm glad we. Glad we did that or glad we're doing that?
[00:20:10] Speaker A: Yeah, yeah. I mean, I think I started touching on it, you know, but like, because of all the success that we've had just with the, you know, like, being able to set our pricing and packaging strategy for Clio, we were then able to move on to, like, really digging in around where does monetization and pricing conversations sit as we are continuing to be like, product innovators in this space. Right. So I mentioned that, you know, Clio is like the leading LPM or legal practice management software for those that aren't deep into lpms. But I don't expect that.
But yeah, like, I mean, we've made, you know, everything from like new acquisitions to drive growth, but also like, we're innovating like crazy. So, like, you're always going to see feature enhancements or, you know, new add ons that are going to be added. Right. So at like a fairly fast clip. And, you know, every time that happens, as I mentioned, like, we didn't have like a process in place to incorporate thoughts around how our going to monetize that product. You know, what is the competitive landscape that we're actually, you know, looking at? Like how do we compare against other competitors? You know, what are the value perceptions of this already out there that's in market if we're not? And like, how are we going to proxy that value when we, you know, launch this? Are we going to be, you know, change? Like what is this add on going to be actually charged at? Like, what is an appropriate charge model? How should we test this? Right? Like what is the, you know, how are we going to do this willingness to pay tests or, you know, like get, get an understanding of that through our, you know, alpha or beta testing and, you know, before we actually go to ga or launch and like all of those are now like really, really a lot more refined. Like we're, we've developed processes. We have this very fantastic relationship with, with product and engineering even. Right. To actually be part initially of those conversations, whereas before we might have been pulled in to, hey, we're launching something. What should we price it at?
[00:22:08] Speaker C: Oh, man, I've been there again, I was a product person for many years and I've been there. It's like, oh, wait a minute, we got to price this thing. It does come at the very last minute, right? How did you, in that, in that one, in that line I've really loved the bringing, getting close with product and engineering just to, because there's just values changing. Right. And as the value is changing, got to be thinking about, are we capturing the right value? How are we doing this? And the big trap a lot of companies fall into, I'm just being real with everybody is they just kind of throw stuff in for free. Like, they don't know. Right. And so, and it's about to launch and what do we do? And I don't know. I don't want to complicate things. Let's just, let's just toss it in for free. Hey, hey. It's more value to the customer, right? It's more value that you're not capturing, bringing back into how so you can then build more value. You're breaking the circle, right. In the guise of giving more value. And I think the idea here is bringing them close. Like, it's okay to have the hard conversation that, yeah, this might take some engineering work to get in place, or this is something that is not going to be in this release for the roadmap. It might be later. Like, it's okay to do those things up front. So when you run into, like, say, an obstacle with those guys with maybe engineering, saying, oh, that's going to be a pretty high level of effort to do it that way. Like, do you have a framework or how do you guys kind of get past some of those things?
[00:23:25] Speaker A: So something I've done very recently is sort of like, form a, like, forge those relationships. So I actually created different forums with product leadership as well as some of these, like, engineering and revenue ops, like, systems leadership as well. So I've actually created these forums to actually escalate and prioritize, like, key areas of decision that we'd be making as a business. Right. Like pricing is, or monetization is like a really, it should be a center of excellence, like, at any organization, but especially as we get to the size and scale to, like, because we understand what the impact of that is going to be. So we're able to create, like help help create. Like, in my case, I'm sort of putting on my old product hat and, like, my old founder hat, right? But saying, okay, well, you know, if we were to actually create a framework or try to make decisions, like, we should look at the financial kind of possibility and impact.
How are we going to juggle this with, like, existing things on our roadmap and different trade offs that we're going to be making and actually holding those folks together to have those conversations and really, really tightening, aligning on like a new, like, if we need to change, like a decision making framework, for instance, actually even like helping with all of that. Like, I kind of just enter interjected myself to helping with these. Because otherwise. Yeah, yeah, exactly. Because otherwise we kind of have this problem of different. What I find interesting is how an organization will divide pieces when it gets to the size is they'll have very specific groups of engineering groups or product groups that are working on their portfolio that do not have an understanding of the overall company trade offs and impact. Right. So the actual sequencing and ordering of these things actually matter in terms of how they hit the books and how they materialize, how they add value to our customers, how they add value to clio monetization actually has that viewpoint. So because of that, like, I've kind of interjected myself into all of these conversations nicely to kind of bring folks together and show gaps in our thinking and to surface ways that we need to, like, help each other make the better decisions for a business.
[00:25:49] Speaker C: Yeah, super smart. Super smart. You are connecting those dots all the way across and you're showing that. I love that you just kind of inserted yourself like, oh, excuse me, elbow. Let me come on into this. But I think that's it's smart. I think it's right. I think pricing does deserve a pretty visible seat on the table when it comes to these things because of the thoughtfulness. Right. The second, 3rd, 4th order down. Like, what happens when you charge for this or don't charge for that? And where are we going as a company and how our customers are changing? How what our competitors doing? Like, all those pieces, so many moving parts. You have to do pricing very intentionally and thoughtfully, not just throwing numbers out there into the wind, see what sticks and see what happens. I think your business and your customers deserve a lot better. Right. And so I'm 100% behind a lot of that now. That seems like a really solid, good working system, but now let's move on to fast forward in the future. So what is next? It seems like you got it all figured out, right? So where do you go from here?
[00:26:51] Speaker A: Yeah.
[00:26:51] Speaker C: Yeah.
[00:26:52] Speaker A: I mean, that's the thing. Cleo just tries to do it all. So I would say ambitious.
[00:26:57] Speaker C: I know.
[00:26:58] Speaker A: Very ambitious. Yeah. You know, I think the next stage of evolution, and we started to see this at Clio already, is this multi product evolution and growth of the company. Right? So as we're already the leading LPM in North America and we also have EMEA, APAC, other regions, you know, so that there's global expansion happening, but there's also a lot more products and innovation and like, who knows? Any acquisitions that could come down the pipe too, right? So we could end up with a significantly expanded product and service offering set for our customers. And, you know, one of the things that keeps me up at night is how are we going to not lose momentum on our, you know, like sales velocity as well as like, not confuse our customers with everything we have. Like, we started off with like, manage and grow, like very simple products, right? But now we have like Cleo Draft, which is like a document automation solution. We have like multiple add ons like personal injury and HIPAA, and then you start adding in, you know, grow and like calendar rules or other types of functionality. It's just seems it would be confusing for customers to buy. So what the next step from a pricing perspective is building our packaging and bundling strategy so that we can really streamline the ways that our customers can experience and we can actually direct the value that they need to get based on their profile and composition and also really help our sales teams be able to sell at the same velocity, right. And not have to like pick and choose all of these and actually truly guide them. So I think that's the next evolution for Clio as we continue our growth and.
[00:28:47] Speaker C: Piece of cake. Piece of cake, all of that, right?
It's never a piece of cake, right? You got to earn that extra value, I'll tell you that. But, but I love it because it is the multi product play. You're solving more problems for more folks and there's a, just a natural complexity, right. There's more options, the number of combinations go up exponentially, like or non linearly. And it's just really tough to, you know, keep your arms around all of that just because there's still humans selling other humans and humans using it at the end of the day, right. So you still have to manage through and cut through the complexity cycle that naturally starts to creep in as you expand. Right? That's a big one there. And you're right, bundling and making some thematic chunks of value that go in our position towards different customers makes a lot of sense to cut down and cut through that, right. I think that's fantastic. Huge lesson for a lot of SaaS leaders right now listening that are maybe going multi product and trying to figure out, okay, how do I get my arms around monetizing all this new system versus before it was just more of a point solution. Big lesson for everyone, but im picking up on a little theme here. As you keep talking, I feel like theres this fearlessness with Glia.
You had the guts to tackle pricing. You had the guts to bring in an outside expert to help accelerate the learning and the thinking. You had the guts to get everybody on board, have the tough trade offs, the tough conversations, to do these micro tests to really get deep with the customer and then now to get in a nice rhythm and like you said, change pricing in a matter of months or just, you know, being able to do all that it takes, takes a lot of guts because you're touching a very important nerve within the business. Right. So a big hats off to you and props for a lot of that. I think our, our listeners today, our audience learned a ton. I think they should think through on how to break down that pricing. You have a big lesson for everybody as we go to wrap up for.
[00:30:43] Speaker A: Pricing experts that are out there.
I think you're the nerve center of the business if you don't realize it already and be fearless in the ways that you have your conversations and show your value. Because once they see it, I think it's really going to change the way that the organization is going to work and move forward. So, yeah, I think, yeah. So hopefully that's a good lesson. I just think this is the best area ever that you could ever end up in.
[00:31:15] Speaker C: Yeah. It's so much fun, especially when it's working and you're seeing the levers and you're seeing the value.
It is great to get into a rhythm like you guys. So thank you for coming on here today, sharing all of these insights, unpacking that with us. I think the audience took away a ton and we'd love to know, would you be willing to come back in the future, maybe give us an update?
[00:31:34] Speaker A: Yeah, for sure. Yeah.
[00:31:35] Speaker C: Awesome. But before, before I let you run away, I have my favorite question and I gotta know just to. Just to give everybody a little glimpse into men. I want to know what your favorite jam was growing up. Your favorite song. Doesn't have to be hip hop, just could be whatever motivates you and you're happy to listen to over and over again.
[00:31:53] Speaker A: I actually used to listen to independent women by Destiny's child very often.
[00:32:00] Speaker C: Yes.
[00:32:01] Speaker A: Yeah. When I was growing up. I mean, yeah, it's just, it's, it's probably the first time where it's like really, you know, when you're, when you're starting to form your, like, thoughts around how, like how to perceive value and like, the things that you could do and, you know, I think for me, it's like, I'm a pretty, like, it's a value that I have, right. In terms of how I live my life. Like, and even, even, like, with my partner, like, we're very, like, equal in a lot of things.
[00:32:28] Speaker C: So, yeah, it's a good, strong, independent Beyonce style independent. I love that.
That is super cool. No, that, that, that is, I think, another reason why you're so fearless. What I was just saying a few minutes ago. And so really, that resonates, I think, with a lot of folks out there that being that strong, independent in how you think and how you think where you can insert value, maybe it takes a little bit of that to, you know, move. Put that elbow out there and move folks out the way to really get the attention it deserves. So big lesson on that front as well, team that is Min Fitzgerald. Now, if you heard a few things that, that she mentioned today that can add value to you, apply these things on Monday, get 1% better as you continue to grow, continue to progress. All right? And now remember, you want to stop guessing and start growing.
[00:33:21] Speaker B: Until next time, thank you and much love for listening to the street pricing podcast with Marcos Rivera. We hope you enjoyed this episode. And don't forget to like and subscribe. If you want to learn more about capturing value, pick up a copy of street pricing on Amazon. Until next time.
