Strategy VS pipeline creation?

Right now that split responsibilities in marketing and SDR is just allows you to play the blame game. 30% of companies is my estimate. Compress those functions together, SDRs and marketing and that becomes advertising. It's interesting to think that you have SDRs and prospecting in there. The optimization of your website. A lot of events like events could be driven for pipeline or could be driven for strategy. So it's interesting to think whether like events should be spread out across the whole customer lifecycle and multiple people can have events. Why do all the event budget go into marketing? Just because they administer the event. I think we should be challenging that. And data and analytics and process optimization and alignment between the functions. All those things should fit fall into pipeline gen and that's a lot more math, quant. It's more like science, right? And then the strategy becomes more like art. And I think that breaking those two things into different functions allows you to measure them differently and allows you to say, okay, these things over here, we're going to think about them this way. Like we should be doing AR not just for pipeline creation, but also on retention. When we made that new investment, did our NRR go up and think more strategically across the whole customer lifecyc and then when you have the other side on pipeline genes just very clear, like we're running a Google Ad, what is the goal is to get somebody into a meeting with our sales team. We spent this much money. Did we get the meeting? Did it convert? Did it work? The ROI on that side becomes a lot more cut and dry too. And when we put it into marketing, it becomes hard.