And then you take that, everybody's working towards that common thread of like all of these things are gonna be consumed and, and, or be worked upon ads that go to market is being built. And then when you launch it, the same thing happens. It's not just, okay. Stuff has now out there, sales people are on the field. Marketing is running campaigns, products waiting for feedback because releases happen, or they're just waiting for feedback because, you know, the certain combination of the go to market push includes certain feature functions. But if the same discipline needs to be applied once the switches turned on, which is, Hey, how are we doing? What is the market response? What type of conversations are we having? And then tying it back to what were the anticipated goals. Like if there, if this was from a revenue perspective, it had a target to it, and it had a run time, and let's say a quarter, how close are we? How far are we it's? So it's, it's a more of, of a collaborative endeavor across the key functions of an organization, which in a nutshell includes the entire organization and then a, an organization push versus a marketing push cuz go to market or a sales push in that, in that matter, cuz go to market, usually ends up in these two buckets, like either from a sales perspective, they will do something or marketing would do something whereas it needs to be tied together. It needs to be threaded together.
Yeah. Yeah. And we, we often hear about, you know, marketing, helping sales, sales, help helping marketing, but we don't talk maybe enough about the roles that customer success and product have in marketing and, and vice versa. You know, where, like you said, we're at the tip of the spear, we're getting that initial market response. How is that translating into product development and iteration? So what about, you know, in your experience who leads go to market? Who leads the strategy is, is marketing equipped to do that?
