GSD Podcast: How to Launch Customer Success SQLs To Expand and Retain with Monica Trivedi
Listen to the podcast here.
In the GSD Podcast episode titled "How to Launch CSQLs To Expand and Retain," Jeff Kushmerek and Monica Trivedi, SVP of Global Client Services at JLL Technologies, shed light on the powerful potential of CSQLs (CSQLs). This strategic approach can not only elevate revenue but also enhance customer satisfaction. Let's delve deeper into the key insights they shared:
1. Launching CSQLs: A Revenue and Satisfaction Booster
CSQLs are a catalyst for growth. When executed effectively, they have the potential to significantly boost revenue while ensuring customer satisfaction remains a top priority. The core principle of CSQLs revolves around nurturing existing customer relationships, identifying expansion opportunities, and ensuring clients extract maximum value from your products or services.
2. Insights from Monica Trivedi
Monica Trivedi, drawing from her extensive experience as SVP of Global Client Services at JLL Technologies, provides invaluable insights into the intricacies of implementing CSQLs. Her expertise adds a practical dimension to the discussion, offering actionable advice for organizations looking to embrace this strategy effectively.
3. Metrics: The Pulse of CSQL Success
The success of CSQLs hinges on precise measurement. To gauge the effectiveness of your CSQL strategy, it's essential to track key metrics. These metrics include the number of leads generated, conversion rates, and the time it takes to close deals. They serve as reliable indicators of how well your CSQL strategy is performing and provide essential data for informed decision-making.
4. Collaborative Approach: Sales, Marketing, and Customer Success
The seamless collaboration of sales, marketing, and customer success teams is pivotal for the successful implementation of CSQLs. Conflict avoidance and teamwork are essential in achieving the overarching CSQL objectives. When these departments work harmoniously, they can capitalize on growth opportunities without stepping on each other's toes.
5. Customer-Centric Culture: A Win-Win
Fostering a customer-centric culture should be a central focus. Such a culture benefits both customers and the organization's growth. It ensures that every team member is aligned with the primary goal of delivering exceptional value to customers. This approach not only boosts customer satisfaction but also enhances the brand's reputation.
6. Planning and Involving Leadership
To ensure the seamless execution of CSQLs, meticulous planning and the active involvement of leadership are paramount. A well-structured plan, coupled with the backing of leadership, ensures that the entire organization is synchronized with the CSQL strategy. This alignment is crucial for achieving the desired outcomes.
In conclusion, the implementation of Customer Success SQLs holds immense promise for businesses seeking to foster growth while prioritizing customer satisfaction. By meticulously tracking relevant metrics, promoting collaboration, and instilling a customer-centric culture, organizations can tap into the full potential of CSQLs. For more in-depth insights, we encourage you to listen to the complete episode of the GSD Podcast featuring Jeff Kushmerek and Monica Trivedi. Watch it here or listen to the audio version here.
Transcript:
Jeff 0:00
So, right off the bat, what are people doing wrong with this process like when you when you hear about stuff and you're like, Oh man, I can't believe that John at this way.
Jeff 0:37
So we're recording. It's my landscaper outside and Monica Trivedi. Welcome.
Monica Trivedi 0:45
You might hear my laundry machine. I'm not gonna lie.
Jeff 0:47
Yeah, there's a lot of noise going on right now. So I will speak louder to get over this. But Monica and I have been friends since I think we did a meet up or a panel or something like that. Yeah, a year ago. Right. And yeah, and a lot of people might not know Monica. Monica is what I call a LinkedIn lurker. She never posts she never comments she consumes it all.
Monica Trivedi 1:08
I used to post more. Yeah. I've been a little quiet.
Jeff 1:12
I think that's good. I think that's I have this network of people that I that is just in the background doing the hard work. Not writing generative AI LinkedIn posts.
Monica Trivedi 1:23
Yeah, I don't I'm not doing that. I've definitely things have definitely gotten busier in this past six months. Yeah. But I still enjoy LinkedIn, I comment on posts that I think are fantastic.
Jeff 1:35
Yeah, you've never commented on my posts, I have to do some thinking on that one
Monica Trivedi 1:39
Still to come, maybe this one.
Monica Trivedi 1:44
So quick, quick, you know, we don't have to do the you graduated college. And we got to this point that
Monica Trivedi 1:52
That can take forever.
Jeff 1:53
So a five minute call. Today we're talking about C SQL. So talk about why this is important to you, and what your current role.
Monica Trivedi 2:01
So I'm the Senior Vice President of Global Client Services at JLL technologies. So JLL technologies in corporate real estate. So technology for all class, a buildings, industrial retail, you know, everything. And I lead the customer success team, the implementation team, professional services and global support.
Jeff 2:27
Yeah, so you're not busy at all?
Monica Trivedi 2:29
Right. That's why I haven't been posting as much. But I still love LinkedIn.
Jeff 2:36
I think it's a badge of honor. You and Mark Hall. might put you guys right in that category. So I write my Jeff from GGR was to people to go talk talk to that won't go down the same talking points and all that stuff. So
Jeff 2:52
but of course, just don't talk anything CSQL. Because that's that's our thing.
Monica Trivedi 2:56
Oh, no, that's only us. Yep. Right here right now.
Jeff 2:58
But so right off the bad. What are people doing wrong with this process? Like when you when you hear about stuff? And you're like, oh, man, I can't believe they're doing it this way?
Monica Trivedi 3:08
Yeah, I think most people start this in a silos. Or when I'm the customer success team, I'm going to start tracking my customer success leads, and I want credit for it. I would say pump the brakes, right there. Take a lot of steps back and start working across the table. Yep. With sales, with marketing with product, you do have to work across the table. And whenever I start with an organization, and I've done this a few times now is usually in the startup or even here at JLL. You have to still follow the same path. Have a good plan, but you need to get the buy in and it has to be from leadership too especially if you're gonna bring comp into it.
Jeff 4:00
if you had to do it from scratch, is this you get together you get sales, you get all the grips together and everything is to be honest, this is more of a newer process for me, or maybe the terminology is I used to think like, no CSM is they just did this, or what I see a lot of is they tee it up, and they send it over to an ADR that kind of like close the process out to not deal with, you know, procedural stuff like contracts and procurement people because they're terrible. Yeah.
Monica Trivedi 4:33
So what I've always done is I do start with the team. So an example is when we were building engines before we got acquired. I always asked you know, what, what do you guys do when you're having conversations with clients, the CSM, and then if something comes up, how are you letting sales know? It's email, it's slack. It's walking over to their desk when everyone was in the office. No tracking whatsoever. And from leadership perspective, the question is always, what value is customer success contributing to our business? Yep. There's your value, we need to tie that to revenue. So creating the process was just as simple as we're not going to use the email slack. We're going to track it in our CRM, we do it in Salesforce.
Jeff 5:25
I went on mute because of the you might have heard my landscaper kicks in extra gear here. That's fine. Yeah, it's okay. You know what to leave starting to come downs.
Monica Trivedi 5:36
Already, it's gonna be 90 tomorrow.
Jeff 5:39
I'm still wearing long sleeves, though. So are you AC is on?
Jeff 5:43
Not a good look with the short sleeve. It's very much a foreman. Foreman of a plant.
Monica Trivedi 5:48
You don't like wearing the button downs with the short sleeves?
Jeff 5:51
I have a bunch of stairs that what's that service, though? They send clothes to you and you try a Stitch Fix? Yeah, I tried them on like, oh, I don't like this at all. It does not does not look good at all. And then my family like No, no, don't send it back. Because it's more to send it back. Whatever. And literally not touched at all. I gotta put them on a couple times. And like, nope, not doing it.
Monica Trivedi 6:12
Yeah. Yeah. Um, where was I don't even know where I was gonna be quite that this is yeah. So yeah, that's exactly why I mean, mostly startups, when Customer Success starts are always like, how do I tie the revenue? How do I show value quick, this is a way to do it. So we track everything in our CRM, Salesforce. Leads our passed to sales, there's a field in there that actually tracks the customer success managers name. And then the opportunity is closed by sales. There's a couple of different paths. I know people have asked, Oh, does the CSM get conned to sales and see us fight about it? Of course they do. But in our first moment, that's inevitable. It's going to happen. In our model, the first year we did it, okay. sales got comp
Jeff 7:04
That makes sense. They got that first deal. And then the initial upside ramp up plans and all that stuff.
Monica Trivedi 7:10
Yeah. And they also got comp that C SQL first year, because we didn't really know what it was, we had no target. We had no understanding of is this going to work? And so they did. And then second year, you start to see what's happening. And now you can do sort of things like bonuses or spiffs. Yep. And then when you want to get into a comp plan, you need to get in a budgeting cycle like comp plan plans now for next year. If you want to put this in place, you have to join them
Jeff 7:42
on the comp plan. Still, there's a lot of questions on the comp plan stuff. Are you following like us classic 80-20 split and then a part of that 20% is where's where this C SQL stuff comes in from there.
Monica Trivedi 7:55
I've worked in org like that right now we're not doing that. But I have worked where we set that up or is the 80-20 and all the additional revenue, but at that time the CSM is we're also owning renewals, right? Yeah. Okay. And quoted on upsells
Jeff 8:13
the process that I'm used to the starter like my first SQL goes usually like this: A closes deal. I always use you've heard the the the the yum brands metaphor that we did in Virgin which was be selling to yum brands. The first brand that we get is Kentucky Fried Chicken. Right. So we're working Kentucky Fried Chicken. If Kentucky Fried Chicken needs three extra seats. CSM just gives does the three seat thing like why bringing the a to do that? Well hunting essentially right? Yeah. But then it gets into like, oh, Taco Bell's interested, right. That to me is the CS GO Bible. Yes. Right. Yeah. So we're in line on that?
Monica Trivedi 8:55
Absolutely. We have the same thing in properties. Our clients are buying and selling properties and buildings all the time. If they call us and say we just bought three other properties in our portfolio. That's not a CSU. Oh, we're adding square footage. But it's business as usual. Yeah. Now, if they're on a different product, and they're using ours, and our CSM is adopting and getting them to us more, and they're like, Hey, we really like what you're doing. We're gonna bring all of this over, right? From a competitor or something else. That's just the SQL adding modules that's a CSQL.
Jeff 9:39
interesting modules and stuff well, new module, okay, let's discuss modules. I usually like to give to the CSM. And they just take care of it. But like, if, if it's at the level of like a new product, a new product or feature but like, Oh no, we've got a new wine. It's got a new it's got his own product manager, all that stuff.
Monica Trivedi 9:59
Exactly. Yeah. So in our world, the modules are like a new product manager, like sustainability or something like that. So that would be a new module and it would be a C SQL.
Jeff 10:12
Got it? Got it. I'm gonna start firing questions because I'm looking at the time because we've been BS in so much
Monica Trivedi 10:17
I know. Okay, go ahead.
Jeff 10:20
And I think we'll get a lot more out of these questions than my questions. So are you ready for this? Because I'm going to tell you, I'm ready. This person I'm going to keep enabling off of this is super detail oriented, which I love, by the way, so okay, I'm feeling she's creating a process right now. How does marketing, expansion programs, sales, count managers and BDRs and see us all work together, the customer and company are at the center, and each team is working together without stepping on it. Okay.
Monica Trivedi 10:57
Yeah, I mean, this is where you have to have that plan across the table that I referred to before. Yep. So success planning with sales, our CSM, and sales teams are BFFs. And that's not how it started. Actually, it was the total opposite. And getting them and marketing aligned to I mean, their last step. And I think a lot of it had to do with sales, actually originally thinking, Oh, no, you're gonna get comments from ideal. And we said, you're one, you're gonna still get compensated. And we just want the credit. Yeah. So when they saw that, and they saw more leads coming to them. It was a no brainer. Right. Right. So but we tracked everything on
Jeff 11:46
the magic words, which is they're gonna get the comp right, which is their carrot versus using a stick approach, essentially.
Monica Trivedi 11:51
Exactly. Exactly. And you have to know who, you know, know, your audience. Know, the team members you're working with the leadership you're working with? Maybe that's not going to work for you. I don't know. Yeah,
Jeff 12:04
I agree. And it's also like, what's the current current sales leadership like and things like that, right. You know, sometimes you just can't get that bill passed this computer over here. And some of these I, we kind of went over, but we can go, what are the criteria for attributing a QL? To see us? Do you have an actual criteria for that? So I guess this would take down on the like, No, I was already in there. And I knew about X and Y, right?
Monica Trivedi 12:31
Yeah. So it would have to be net new from the CSM perspective. Okay. It's not incoming. Like we're not order takers. Yeah. So net new, new modules, new product lines. And anything along those lines, make a call, a demo? I don't call that a qualified lead
Jeff 12:54
Do CSMs is demo in your world?
Monica Trivedi 12:56
They, demo. Yeah, like if there's a new product, or they're part of the sales training, okay, every year when we go through, so we have our, like, kickoff together. But demos, I don't really consider that. Unless if the client afterwards as you know what, yeah, I want to move forward with this.
Jeff 13:17
And then you bring in vendor toqualified leads.
Monica Trivedi 13:19
Yeah, we're not gonna put in every demo.
Jeff 13:22
So fine. That was the next question. Do you recommend qualifying CSQL as a demo booked or tracking by closed one dollars?
Monica Trivedi 13:29
Okay, so we do track, we track leads. And then we also track closed one. So as part of the monthly reporting, we're looking at both because we want to see the conversion rate. And then why did we lose that opportunity? What was the reason? Got it? Got it? Got it? Got it? So same as sales.
Jeff 13:47
Yeah. I mean, that's because I've worked on forecasting recently and things like that. I'm like, Yeah, this is the same as sales. Like it's the same what's used in percentages and Salesforce qualification criteria. Get over to the next phase, all that stuff.
Monica Trivedi 14:01
We're not comping CSMs for like building a pipeline.
Jeff 14:06
Correct. You're right. Yeah, it gets a little weird, which we'll see if we have time to chat about it, like having a number for expansion promotions based on year over year. And let's table that one because I can get a little ugly. So but I do want to we talked a little bit about this, but what comp models have been most motivating and beneficial examples are built into bonus spiffs competitions gamification Federa.
Monica Trivedi 14:32
I think it depends on the stage that you are when you roll this out. So every time I've done year one, you're literally throwing a target out there. You have no idea what your goal is. I set up a goal and we hit it out of the park. Like the revenue that the CSM has added in year one was about 20% of the total revenue that came in for the business which I don't think it was ever mentioned that CSM contributed that much. So I think it makes a difference in the stage that you are, I would say the more mature you get, year two, year three, it should be part of your comp, like bonus structure,
Jeff 15:17
we'll get to two really good questions. I feel we slightly covered one but not the other. Name, the top challenges, 1, 2, 3 challenges themes you've identified creating the metrics, and how you how you resolve those
Monica Trivedi 15:35
metrics?
Jeff 15:36
the CSQL metrics. So when you're creating the metrics to be reporting on and things like that, were there any challenges? I think that year one stuff that you talked about was probably is one, but but then adjusting from going there?
Monica Trivedi 15:50
Yeah, so we created a dashboard. So you can see every month, what CSQLs are coming in as lead? And then we created close one. From there. And we also looked at time, so that was an iteration? Like, how long was it taking for lead to close? And then how much revenue? Was that actually increasing over time? Those are some of the metrics. I think some of the challenges will last metric oriented, like it's, you know, you have you, you measure it, the challenge was around your CSMs are not used to doing this. And so you have to train them to actually level up for this. Who,
Jeff 16:35
by the way, because I love when anyways, I'm curious you to train them.
Monica Trivedi 16:40
So I've always, I mean, my team was small when I was leading the team, so I actually did the training on how to have the conversation, what are the types of things that you bring up. We also joined sales training for certain things, that's, you know, so it just depends because we don't want it to be like a sales motion, you still want it to be a customer success, motion, it should be organic, it should be a conversation, you can have the client, you're not just throwing a product in, you know, just to talk about. So it was a combination of both, and just tweaking shadowing calls, making sure, you know, I would sometimes bring them up and they would follow along. And now, you know, they're doing great on it. So, but I think that's a tough thing for customer success managers that have never done it before, to put themselves out there. So if you're going to put that out there, you really need to look that. Second is like we talked about sales and CSMs working together, and not fighting over each one. So setting that metric, and then in beginning on how you're gonna get comped as important.
Jeff 17:45
So that was part of the next question, which is how do you recommend handling the disputes about who found the lead? It sounds good, the metrics in place, but the problem might have taken you some pain to find out which metrics to get there.
Monica Trivedi 17:57
Absolutely. I mean, in the beginning, it was more like, oh, well, I talked to the client about that six months ago. So that's my lead,
Jeff 18:05
but they're still getting the credit now, in your model.
Jeff 18:07
Right. Right. So as long as are the calm, right, they're getting the comp, CSMs are getting the credit over time, you want to move that where CSMs are actually getting the comp too. Yeah. And that might cause some challenges, which will get there. Right before? Yeah,
Jeff 18:26
it might have been Jay, Nathan, but he was had posted that I think once you get into like the 50 to 70 million range in revenue that the majority of that new revenue is coming from this source, actually.
Monica Trivedi 18:39
Right. And I mean, we're not using, it's our existing clients. So if we're gonna pass a lead on to sales, the likelihood of that closing is much higher. We already have the data to back that.
Jeff 18:52
Yeah, yeah. Good point. Parker. Oh, sorry. I never know. Well, I mentioned people's names, because I think it's better not to mention people. But I would love for it whatever. Somebody can somebody can write me and tell me next time. I love this question. If a CSM and sales rep are both in a meeting with a customer who's interested in buying more, who gets the credit? And then it's on a train that leaves Chicago 11 o'clock.
Monica Trivedi 19:20
Right. And the other ones coming towards it. Yeah. So this is the type of thing where they need to work together. Right? So we have clients where the CSM is really the front person, and the sales person is the person that does the contract. Yeah, right. Oh, yeah. You know, and then we have vice versa. And every relationship is a little different. So we haven't had that recently where there's been that friction. But if it's net new, I'm not gonna lie. I'm probably going to end up going to sales.
Jeff 19:55
So I'm going to ask this but it uses them to trigger word for me Okay, how do you use CSQL and CSQA's to build a customer centered company? customer-centric is my trigger word.
Monica Trivedi 20:14
I know. I don't think those two things are going to create the most customer-centric.
Jeff 20:23
Yeah, aspects of things. But let's go for the using a CSQL to build a customer-centric company. I mean, you know, my thoughts on customer centric, everybody should be customer centered as part of the dig, right? Like, it's like, right? You're not doing that. Like, Hey, me posting like, by the way, I shower every day on my LinkedIn profile, like, oh, good, 'cause you should.
Monica Trivedi 20:45
Innately, if you are putting this program together, the CSQL, everyone is working towards one goal, right, ensuring that clients are sold the right thing,
Jeff 20:57
I thought you're gonna say ensuring that your revenue increases?
Monica Trivedi 21:00
Well, that too. That makes it customer-centric and business-centric automatically. But I think innately with CSQL, you have sales, marketing and CSMs working together, right? They all have a success plan. They're working with a plan to increase revenue.
Jeff 21:30
We don't live in a communist country, it's okay to talk about increasing revenue, okay?
Monica Trivedi 21:34
We're all in it for making the growth of business and all of that, and bringing the client along
Jeff 21:41
Better performing company can treat its customers better.
Monica Trivedi 21:44
Right. And I do think that if you do have this program in place, it's going to prevent the fighting that could occur if you don't have enough. And if CSMs are going to do their own. Sales isn't doing their own thing. Marketing is doing their own thing. And then everyone's reporting separately on a monthly reporting. Yeah. So you guys will work together?
Jeff 22:11
Yeah, I think what I'm hearing out of this is that, if you treat it like it's just an all in moneygrab, and everybody's all in it for themselves, they're not thinking about the customer. And pushing people out of the way just to make sure you get the commission and and all that other stuff versus nice, well-defined journey. It's got, who works on what, make sure everybody's taken care of on the finance side. And if that's happening, then sure you're you're treating your customers well, which you shouldn't be doing. Sometimes when you do focus a little bit more on the bottom line. Yes. Sometimes the customer-centricity kind of goes away a little bit.
Monica Trivedi 22:50
It does. But I think for CSMs, we're, I always say we, because that's where I came from, is that we are thinking about what's right for the customer? And so that's the voice with the rest of the folks on the team, that we're all kind of going I totally I don't even know what I'm
Jeff 23:11
did I hear you say that? Sales is not thinking what's best for the customer?
Monica Trivedi 23:19
Right now, I did just say that, didn't I? Sometimes they're not.
Jeff 23:24
A dog. Right? My dog always wants food. It's a lab. Right? We all love the lab. Right? But we just know, it's got this little thing that it'll do anything to eat. Right?
Monica Trivedi 23:40
Right.
Jeff 23:41
That's all I'm saying.
Monica Trivedi 23:43
And I think I would be I mean, I would be totally called out if I said, Oh, no, sales is always thinking about the customer. I mean,
Jeff 23:50
It's kind of like, we don't want them to be, we want to make sure they're selling to the right customer and everything like that? Yeah. But like, it's kind of like, you know why the military will have certain people that they'll hire a psychopath because they know they're psychopaths, right? Like, we need a psychopath to do this job. This is a metaphor. I'm not saying salespeople are, are narcissists are psychopaths.
Monica Trivedi 24:15
Neither am I.
Jeff 24:16
Oh, no, I would never say that.
Monica Trivedi 24:18
But you do need opinions at the table. Right? So you'd need a little bit of
Jeff 24:24
It's a good balance. It's a good yin yang game because the 'we' in your conversation, which I'm coming from more of the services background as than the we aspect of things. You know, sometimes the CSM is can a little over index on the customer happiness thing and stuff like that.
Monica Trivedi 24:43
Yeah, and I think it has a good balance that needs to happen between all three
Jeff 24:46
Yeah, so that will be managed to piss off everybody but the CFO
Monica Trivedi 24:50
I know, right. So I can't imagine what's gonna come out of this
Jeff 24:58
I think everything is totally, but hey, listen, I keep it real this is this this is this is real work stuff, right? So this happens every day. Yeah. And you know, when you're working for a larger revenue company, and this is, you know, if people don't like that sort of commercial aspect of stuff, then startups are very much, you know, very valiant in those efforts and things like that. So So now that we kind of pissed everybody off, I'm parting tips, words of suggestions.
Monica Trivedi 25:29
My biggest parting tip is if you are going to go down this path, come up with a plan. But make sure you're working with other parts of your organization before you put anything in place. It's very important. And again, in leadership buy in.
Jeff 25:44
Yeah, yeah, absolutely.
Monica Trivedi 25:48
I think most people know that. But sometimes you get into an organization or even just want to start something and you want to prove like, this is gonna be amazing. We're gonna just call them do it. Don't be a bull in a china shop.
Jeff 26:02
I have a funny story about that saying, I'm gonna but I'm not going to waste more time on funny stories. So it's it is, and it's 90 degrees, but It's fall now. Like, kids are going back to school and everything. What are what's your situation on that? Do you have kids going back to school?
Monica Trivedi 26:19
Yeah, both my boys just went last week.
Jeff 26:21
And what does this mean for you? Now the kids are back in school.
Monica Trivedi 26:26
It means the craziness begins. Like every activity, trying to feed them dinner between like, 20 minutes. One activity versus the other. Yeah, we have a slow roll week. And then it just goes insane starting next week.
Jeff 26:42
So which would you prefer? The you're driving them everywhere in the summertime, versus the little bit more scheduled, but a little more crazy. With the amount of stuff going on in the fall time.
Monica Trivedi 26:56
I like to schedule. Yeah, that's how I am. I like to know where everybody is. In the summer. Sometimes I have no problem at all. Can you take me to play basketball at 1130 in the morning? I'm like, Are you kidding me? I'm on a call.
Jeff 27:11
You know what you need? I highly suggest getting is a child that can drive because that's been.
Monica Trivedi 27:19
Three more years.
Jeff 27:22
Before I was like, Oh, my God, like, my daughter is going to learn how to drive I'm so scared for and then by the time of finally him like, Here you go. Here's my keys. Like, I don't Yeah, I'm just like, take care of it. And now another thing for you to look forward to is I used to get up at like five o'clock every morning because I go to bed at like nine everything the kids are up later you're you're staying up to like 11 to go pick them up and everything like this and but not now. Now. It was the weekend. I was like, if you want to to my middle daughter, if you want to stay out late, you've got to convince your older daughter to my sister to go pick you up because I'm not doing it. Because because the cucumbers are on the eyes. Tone and as in. I'm taking up going
Monica Trivedi 28:02
I'm jealous. I'm not there yet. Yeah, yeah, I'm looking forward to that time.
Jeff 28:08
Anything fun planned, besides driving your kids to 15 events during the week? For the for
Monica Trivedi 28:13
the saw now we're going to wait for thing doing we're going to we do our like yearly each trip. So we're going
Jeff 28:20
Oh, wow. That's amazing for yeah, that's all Yeah.
Monica Trivedi 28:24
So that'll be fine. And other than that, no, just snowboarding in the winter.
Jeff 28:29
That's awesome. I'll post all the links to your social profiles so people can see updates from 2017 or 2015.
Monica Trivedi 28:39
Yeah, I gotta be better. I will promote this. Don't worry.
Jeff 28:44
That's great. No, looking forward to it.
Monica Trivedi 28:45
Yeah.