Whole Revenue Strategy: Why Revenue Isn't a Sales Problem | Pete Crosby, CEO at Revelesco

Hello, everyone. Welcome. Welcome from me too. It was a wonderful welcome, Emily, but thank you everyone for attending. I don't know if you are aware of this, but when Leonardo da Vinci started to paint the Mona Lisa, the very first thing that he did was dissect corpses. Which sounds a little bit extreme, but that's what he did. In fact, he took about 16 years dissecting corpses. Why did he do that? He did it because he wanted to properly capture, scientifically speaking, the smile, and capture the art of the smile. And what he discovered was there are numerous muscles just beneath the surface, and those muscles work in all sorts of different combinations. He tried all of them. At the same time, he was analyzing the mathematics of light and optics. How is it that light really plays across the skin? In fact, some of the discoveries he made we still base our science on today. So it took 16 years to paint The Mona Lisa. It takes time for talent to turn itself into ability, into methodology. And when we look up here at the Mona Lisa's smile, what you will notice is when you look just away from her face and you just catch her in your peripheral vision, at that moment you see her smile. The moment we notice the smile, we look back toward her, we look directly at her, and the smile almost disappears. It becomes almost imperceptible. Look away, look back. None of that was because he got lucky with his paintbrushes, or because he tried it 50 times and eventually he nailed it. Well done. Instead, this was based entirely on science. In the same way, you'll all recognize this image, I'm sure. It's the double helix. It's the DNA. But scientists now have a DNA methodology. The DNA methodology enables us to predict the precise sequence of any genome. In other words, we are able to predict the building blocks of life itself. Everything is based on methodology, on sequence, on framework. My name is Pete Crosby. Some of you know me, some of you don't. Along with Emily, I co-founded Revalisco. The frameworks and the things that we're going to be talking about today, I've spent more than 20 years building, working on, refining. 4 times I've implemented them in life. So we delivered an IPO in 2015 and numerous other growth stories. But over the last 10 years, Emily and I have been building this together. It wasn't always like that, though. My first job was in the last century, so let me just paint the picture. Yeah, I'm not sure if you are— some of you are laughing at me or laughing because your job was also in the last century. We— I remember us being delivered a computer that only the manager was allowed to use at his desk, and we couldn't use it. It was a sales job. And I'd been working as a DJ in mid-Wales, in the middle of nowhere. I was working at Burger King, and my wife was doing her master's degree. And my father phoned me, and he said, I'm going to send you £70. Get a train to London. It's time to get a proper job. And he was probably right. So I got a train to London. I met my mother, and it was the world's worst careers fair. There was only 2 graduate employers there. One was BMW, wanted to find a car salesman. I knew I didn't want to be a car salesman. And the other was a company looking for media salespeople. I had no idea what this was. So I chatted to them, and they said, look, we'd love to offer you an interview tomorrow. And I said, well, I can't because I have to get on the train and go back to the middle of nowhere. And And they said, well, let's make a few calls. So they found me an interview an hour later. I had to get on the train, go down to Gude Street near Tottenham Court Road in the middle of London. And I went in to see the guy there, Carlo, and he gave me an interview. And then at the end of the interview, he gave me a phone and he sent me out of the room and I had to call him and I had to, like, read a script to him. And I came back in and he said, you've got the job. And I said, great, I'll take it. Thank you. And not knowing how to play the game. And he said, are you sure that you want to do that? I said, yeah, of course. He said, you're going to move to London for this job? I said, yeah. And he said, OK, as long as you know what you're getting yourself into. I had no idea. So a few weeks later, my wife and I packed up this van that we rented. Our cat was sitting on the dashboard. We drove to London. We rented the cheapest house we could find, which was a disaster. It was underneath the M11 motorway. It was opposite the gypsy encampment. It was next to the Unigate Dairy, so it was noisy from about 3 in the morning. It was horrific. It was in a place called South Woodford in East London. And it turned out that the £70,000 salary they offered me wasn't quite £70,000. I didn't think it would be, but I thought I might get a bit more than £10,400 a year. And that only covered the rent. So I couldn't even pay for the tube fare to get into work, and we were starting to get into debt. Then my wife got something called polycystic ovary syndrome. She wasn't able to work. It was all on me. So I was working long hours, and 15 people started on the same day as me. And of those 15 people, after 3 months, it was only me left, and I'd made one deal. And I thought I was the guy, but it turned out I was kind of lucky. And so with a week to go, before I was going to get fired, the— I was coming in every single morning. I was staying till late. We could call America, we could call Europe. So I was coming in early, I was going through the directory. By the way, the magazine I worked for was called Chemical Processing Technology International Magazine. So it was a pretty high-profile magazine, as you can imagine. It got to the Friday when I was due to be fired. And one of my colleagues, one of my coworkers, a guy called Ajit, he got the chance of a deal. And when you got a deal in the old days before computer, like all of you people checking your mobile phones to see if your team have delivered a deal, the fax machine would ring. And then a bit of paper would start to come out. And you couldn't see at first. You're looking for the logo of the company. You couldn't see it at first. And half the time, it was an ad for ink or something. But occasionally, it was a deal. And like this occasion, like we could see it was a deal. And so the deal was coming through, and Ajit took the thing off the fax machine. He looked around and he said, Pete, stick that in your name before anyone notices. So I took the bit of paper, signed my name on the bottom. Everyone gave me a round of applause because I got a deal in inside the time. I saved my job. I didn't do anything. About 10 years later, actually, I wrote to him. I found him on Facebook, and it took months for him to reply, but eventually he saw it, and I said, All of the things that I've ever done would probably boil down to that specific moment of kindness. You even let me keep the £60 of commission. Thanks for that. The following Monday, I got another deal, and then things started to build, and things started to build, and I stopped having to be the guy that went to— I don't know if any of you will remember this as well. It's very old-fashioned. We used to get paid each week with a cheque, and then you walked down To the little fellow in a kiosk on the corner of Tottenham Court Road, and he turned it into cash for you, took 15%, and you had a big bundle of money in your pocket, which meant you could afford to go to Tesco and afford to get your tube ticket and pay some bills. During this time, I was trying to figure out, like, why is this so difficult? What is it that I'm not getting here? Because there were a couple of guys, 2 in particular, on my team. One used the pseudonym Charles Buckingham, and he was very successful. He would deliver £2,000 deals over and over and over again and do a really, really good month repeatedly. And he was the most boring man on the planet. So he'd have this laminated script in front of him, and he'd turn the page and it would be, good morning, my name is Charles Buckingham, how are you today? And on and on it went. And of course, all of us thought this was It was ridiculous, but he was very successful. Second guy, whose name was Tim Morton-Clark, he would come in at lunchtime thoroughly drunk from being in the pub. He'd have his feet on his desk, he'd have a bright red nose. He had a big flashy car, which I think he drove even after he'd been to the pub. And he was incredibly rude to the few people he spoke to. He barely picked the phone up, but when he did, he seemed to just say rude words to to people on the phone, and the fax machine would ring, and through these big deals would arrive. So obviously, my first thought was, I need to be like him, because he's kind of cool. So you go and have a pint at lunchtime, and you put your feet on the desk, and you try to be ad-lib, and of course it's a complete disaster. So you try to copy the boring guy, and of course it's horrific, and that doesn't work either, and people hung the phone up on you. And it was sitting on the Tube one day that I had this moment of inspiration, which was, that's not really what's happening here. Both of these men are doing exactly the same thing in completely different ways, but they're doing exactly the same thing. And I realized they're following a framework. Now, the purpose of this message today is not to teach you how to do selling. Of course, all of you know those things. But I think it's a good example because I discovered there were 7 things that those 2 men did over and over and over and over again, repeatedly. And so knowing that, I figured out, well, the first thing is they do an introduction, and the introduction is always pretty much the same. And then they establish credibility. They make it seem like they're important, that their company is important. Then they do what at the time I called reeducation, where they sort of deliver insight to help that person to understand understand why they ought to act. And then they deliver a load of questions. They do what I called at the time a fact-find. We would now call that discovery. Then what do they do next? Then they do a sale and they test close and they close. Those 7 steps happened every single time, just in completely different ways. And it's when I realized that I could just be me but follow the framework. And even many, many years later when I was selling, I still had this framework. Stuck to my desk so I didn't forget to go through the process. And so when we come to whole revenue strategy, one of the things that I realized working with entrepreneurs— Emily and I have worked with over 100 different startups and scale-ups through Revalisco now— and we realized that entrepreneurs are action-oriented. Entrepreneurs do exactly what I did in the early stages, like, let's just get going, let's do stuff. Let's get busy. Let's do things. And of course, it's their superpower. It's something that we love about founders because they are able to make magic happen. But action without planning is just running around in the dark for the most part. And that's where whole revenue strategy was born from. Because there are three things that we realized that founders tend to get wrong over and over again. And the first one of those. Yes. Is believing that revenue is a sales issue. Revenue is an outcome. Revenue is the thing that every single one of us needs to measure the success of our business by. Even if you are working for the most purpose-driven startup, even if you're working in a not-for-profit organization, you have to pay your staff, you have to grow, you have to deliver for your investors. You have to demonstrate that the thing that you are building is worthwhile, and revenue is the measure of that. And so frequently we equate revenue with sales. But sales is the thing that comes at the end. Sales is the bit that happens because you've done everything else right. And what we miss is sometimes our problems are elsewhere. They're in marketing, or they're in product, or they're in technology. And so it's a big error that you find that Sales teams end up getting the blame for something that is really fundamentally at the heart of the leadership group. Second thing is tolerating misaligned leadership. So whenever we run a project, we interview all of the senior team. Now, we rarely find that everyone hates one another. It's not that kind of misalignment. But what we do find is we'll get 7 or 8 different messages from that group. There'll be different versions of the same-ish story. They'll be complicated. They'll be going in slightly different directions. They'll have different priorities. When that happens, we guarantee that they will not get the growth that they require. So many times we find that there's a CEO who's really powerful, and again, we love that. Those companies tend to succeed if the CEO can get the next bit right. But everyone is a little bit scared of that CEO and isn't quite ready to say what they think. And so misalignment grows without the CEO being aware. And then the next thing, as I already said, is acting first, thinking later. There's a famous quote, isn't there, by Reid Hoffman: building the plane while it's still in the air. Ridiculous. Nobody does that. It would crash. There is no such thing. Now, we know what he meant, of course. He meant don't spend 3 years planning, then decide to do a little bit of acting and hope it works. That's not, of course, recommended either. It's simply there needs to be some planning involved. And so organizations end up failing to use a framework-based methodology. They end up failing to move forward as a unit, and they end up failing to understand the underlying problem. And there's no blame attached here. While we ask startup CEOs to do incredibly hard things, we ask them to spend— I've spoken to a couple of people here already that had to— after the party, they had lots of work still to do. They got up early because they had work to do. They'll probably have to go outside and check their phones in the gaps. We ask them to do incredibly hard things. But being good at everything, being able to raise the money, having no time, having little money to perform means that leaders end up making mistakes. And when leaders make mistakes, it hurts substantially. So we've now refined this system of frameworks. Please look through your books later. You will find in there that there are 12 frameworks that we've put together. We have used these— I mean, some of these I've been using for 20 years. Emily and I have been refining them. The Revallesco team here have been implementing them in sometimes in your companies, sometimes in other companies, and we've been making them better and more flexible. So you'll be able to take those away, and our aim is that you are able to use those directly. But what is it? What is whole revenue strategy anyway? And there's 4 components, and the first of those is desirability. The fundamental of revenue is, have you built something something that people absolutely want, that they love, that they regard as mission-critical, that they need to get their hands on? Is it desirable? Because if not, then you need— and I can— I know some of them are in this room today— you need a magician. You need someone who is going to be able to turn that thing into something else. It's very hard to do, and there aren't that many people that can do it. Much easier to have an average group of people, or an above-average group people delivering an extraordinary product. So desirability is key. But how many people here know a startup that has a great product, and maybe you're even a customer and you quite like it, but they haven't got traction? And they haven't got traction because they haven't got clarity, and that's because the message is not clear. Nobody knows what they stand for. Nobody knows what they're doing. Nobody can understand it. How many times do you go on to a company website and and have a look and think, well, I should be clever enough to understand this, but it just feels like a lot of words to me. I'm not quite sure what this means. There's no clarity. And the third thing then is scalability. So many startups end up struggling because they get rooted in founder sales. Even organizations that we've come across that are up to like $50 million or more in revenue still require the founder. I won't say who it is, but there's even a founder that was supposed to be in one of these seats today and couldn't come because he had to fly to the Middle East to close a deal because they needed to close their month. That's not a scalable motion. Doesn't mean we shouldn't do it sometimes, but the more we bake predictability in, the less that has to happen. And then the final bit is deliverability. Can you deliver something that everybody wants to— sorry, can you deliver something that is, that exceeds the expectations of the people that have bought from you. Because then you create a flywheel. Once you've got happy customers that are advocating for you, then the product becomes more desirable. That means you can tell that message more clearly. That means you can make it more scalable. That means you can continue to do this wonderful thing where you deliver. How many times have your sales team sold a product, chucked it over the wall to a customer success team, and then things go a little bit wrong and that's when churn happens. So you might be sitting there asking, well, yeah, this sounds— yeah, I'm okay with this, but why revenue? And the reason for that is what we've discovered is that most organizations end up thinking that they've got a sales leader over here who's responsible for revenue. This is a wrong thought. This is a fallacy. Revenue should be the measure of the entire leadership team. And why strategy? I think I've covered that, because if the whole leadership group is focused on planning for revenue as an outcome, then you tend to win. So success isn't based on luck, it's based on these 4 things that you see in the center here. And we go through this cycle starting with strategy on the left, moving through designing the buyer journey. Andy from Paddle and I are going to be talking about this later on today. How do you design a buyer journey? Execution— the busiest member of our team at the moment is the one that helps people take that strategy and turn it into action. And then finally, iteration— how do you make it better and better and better over time? And that means that we're able to grade everyone we work with along this revenue maturity scale, which I'll share with all of you after the event. The revenue maturity scale just looks at How focused are you? When we interview a group of people and we discover that they're all saying different things, we can be absolutely sure that they will not meet their target. It happens every single time. There's never been an exception. Second thing is alignment. How closely knit are that leadership team? And the third, to get right up to the end here, is that revenue output is delivering over and over and over and again. So organizations that deploy this have to work on 3 things. And the first is, what's the biggest pain that you are solving for your customer? It sounds so obvious. I can't imagine anyone here is surprised to see that on the screen. But when we go and ask their team, what's the biggest pain you solve, we get so many different answers. The second, what's the root cause behind the pain? Why is this happening? in the first place? Very few teams can tell us this. And third, what is that reason that everyone you speak to should say, there is no way that we are not going to do this, we absolutely have to act? And so weak organizations, we've discovered, will talk about their product. They'll talk about their solution. If you go to their website, they'll tell you about their product. It's a mistake. The best organizations will not talk about their product at all. They'll talk about the pain that their customers are experiencing. When you hear their salespeople talk, they will say things like, um, please buy from Revelesco, we have a wonderful product. And maybe it's true, but nobody acts. Instead, what we're trying to get people to do is understand that if you don't work with an organization, you will not succeed. So, where do you start? The starting point is identifying pain. So, my wife, who's not here this morning for the reason I'm about to tell you— excuse me for taking off my blazer, but it's extremely warm up here under the light. My wife, who is not here this morning, is not here because of one very specific reason, which is she has something called trigeminal neuralgia. Has anyone heard of this? A handful of people. Trigeminal neuralgia, most people think of as a headache or face pain, if they've even heard of it. In fact, it's way more severe than that. It's one of the most painful things that you can ever experience in your life, one of the most painful medical conditions. I'll explain later how we know this. And it starts with a bit of a toothache. And then it gets really intense. And so, even if you don't like the dentist, you go to the dentist. That's what she did. And you say to the dentist something like, please take out my teeth, because this is just too much. And if you've got a good dentist, which she had fortunately, they say, hmm, I'm not sure this is actually your teeth. And they touch your tooth, and you're like, if you touch my teeth, I'm gonna kill you. And then they touch your teeth, and it doesn't hurt at all. No. Ah. So then the dentist does an X-ray, and they can see the problem, which is the trigeminal nerve, tri, 3, so it comes down the bottom of the jaw here, over the top of the jaw here, and there's a small branch going up over the top of the eye. Trigeminal neuralgia is a burning sensation in that nerve permanently, with then kind of lightning strikes happening at the same time. Incredibly painful. How do we know that trigeminal neuralgia is more painful than a migraine? How do we know that it is more important than— more painful, sorry, than childbirth? Apparently it is. How do we know that? I was telling this story to a group of people on a call a couple of years ago, and someone said, look, I feel really bad for your wife. That sounds awful. But I think there is something more painful. I'm like, oh yeah, what's that? And he said, ah, it's the gimpy-gimpy plant. To which I replied, as I imagine most of you would, that sounds made up. He said, no, no, no, look on Wikipedia. It's in Australia. It's a real plant. It looks like that. Apparently in the UK there is one held in the Poison Gardens in Alnwick behind bars. If you touch that, or if the small little spikes that are in those leaves which go into the atmosphere, a bit like the fronds of a dandelion, if that goes into the atmosphere and lands on you, you can't get that pain out for about a year. And animals have been known to kill themselves. People have been known to kill themselves because of this. So let's imagine that we raise our budget. You all tell your friends that you had a great time at the summit. Emily gets 10 times as many people to come. We're like, we've got the budget now. Let's go and do this on the Australian outback. And while we're out there, I ask one of you to go and gather some wood from the outback, and you're like, there's not any gympie-gympie plants that way, are there? To which I might reply, well, probably, but I imagine you'll be fine. There's no way you would put yourself in that circumstance. You simply wouldn't do it. Now, the gympie-gympie plant is incredibly painful, and we know about pain. Because of this pain scale. Now, there are several of these in existence, but this is the McGill Pain Scale. And the McGill Pain Scale was designed at McGill University based on thousands and thousands and thousands of surveys, because of course everyone experiences pain slightly differently. So some people have a higher tolerance, some people have a lower tolerance. In other words, you've got to figure out how does this work, or how does pain pain actually work. And so, based on all of those surveys, this is the list they came up with. And you can see, those of you who have either had a child or have been present where one was born, let me show you where is giving birth. I'm sure it's on— oh, unprepared childbirth is 36. It's flipping painful. I think prepared childbirth, I can't see it now, somewhere further down. 4. Is also very painful. Prepared childbirth is 32 on the left there. I, about 3 or 4 times a year, get a terrible migraine. Apparently, that's 29. So less painful than having a baby, everyone, just so that you know. Headaches are not as bad. But right at the top there, you can see something called CRPS. 46 out of 50. Incredibly painful. So now we're able to say how painful Painful is a thing. The problem with pain though is that's really not enough. When we're talking about your customers, identifying that something is painful isn't helpful. Let's talk about— let's hope this has not happened to any of you, but let's talk about chest pain. If you experience chest pain, it puts the fear of God into you. Because whilst let's hope it's indigestion, what you immediately think is, that's my heart. What if I die? Maybe I won't live much longer. Maybe I'm gonna have a heart attack. That's what we think when our chest hurts. The pain on this scale isn't very high, but the risk is extraordinary. Now, if when you get up to go and have a coffee in a couple of sessions' time, You stub your door— your toe on the door on the way out, you'll jump up and down, you might even curse, you'll certainly think you've just done something terrible, you might even think about going to the hospital. And then 5 minutes later, you'll be like, they won't do anything if I go to the hospital. Nobody goes to the hospital for broken toes. You sit there for hours and nothing happens. And actually, it's feeling a little bit better now. Even though the pain was intense, You don't act because the risk isn't high enough. So there's something that we have to understand here about the interaction between pain and risk. How painful is it? And then what is the risk of failing to do something about it? And that's really the key here. What is the difference between a stubbed toe and chest pain? The difference is the perception of risk. So by articulating the riskiest pain, we instantly elicit this sense of immediacy or of urgency with the buyer. So now we're going to take a look at how we can measure that pain and that perceived risk. Now I showed you this just a moment ago. You probably had a look on here and assessed whether you'd even had any of these things or where something that has hurt you has been painful. This is what we created several years ago, And this is a pain scale for working with B2B businesses. If you score 5 or more on this scale, then maybe you've got a business. If your buyer is not able to articulate— and you can see here, 5 is only my job is made more difficult the longer that I put this off— if you score below there, it's a nice-to-have and you'll rarely make sales. If you score 5 or more, then there's a good chance that you'll be successful. So how does this work? You might notice that the odd numbers on here are personal pain. So especially in larger organizations, people are less concerned about what happens to their organization, are much more concerned about what happens to their job. And most of us are concerned about our income. It's existential. The even numbers are corporate pains or business pains. So you can see the toughest here is, my company will die if we fail to act. So not all of us can hear a 10 out of 10 pain. It simply can't be done. Not every product is that mission critical. But nevertheless, we have to be able to analyze how painful something is because that affects how we're going to build everything that we say afterwards. So this is something I designed a long time ago now. It's called the SAS Pyramid, and it just gives you an idea of where you should be sitting in the pain scale, or at least where your, your buyers should be sitting in the pain scale. The bottom, which I'm going to show you in just a moment, is, um, let's show you now, primary pain. Primary pain scores a 9 or a 10 out of 10. If you are an online retailer and you use Shopify and Shopify goes down and stops working, you can't sell stuff. If it stays down for very long, you are gonna go out of business. It's existential. AWS, the same. If any of you have your site, especially if you're taking online payments hosted by AWS and that goes down, that's it, it's all over. Now, of course, there are other— they have competitors. You could move to a competitor. But ultimately, without that service, you are going to struggle. Secondary pain. This will score a 7 or an 8. And the key thing to understand here is that we will get critical things wrong if we fail to solve this pain. So Everbridge. Helps with critical events. It, uh, large organizations use Everbridge to ensure that when critical events go wrong, they aren't screwed by those critical events. Everbridge can sit there as a piece of software for quite a long time and not be terribly useful, but at the moment you need it, it's there. A little bit like an insurance policy. So it's secondary pain, nevertheless very important. You can imagine it's very easy for the Everbridge team to build a value position that says this might not happen very much at all, might happen once in 10 years, but the time that it happens, you will have an existential problem if you don't have this. Many SaaS businesses are tertiary. Tertiary will score a 5 or a 6 usually. Sometimes you can change this, but usually it's a 5 or a 6. So a tertiary business— Fathom might be a good example. Many of you I know, myself included, use Fathom. To transcribe and record all of the calls that we do. It gives us AI-driven notes. So my use of Fathom has been life-changing because I had a system of notes that I would use over and over again. I had a shorthand, a way of doing shorthand that was particularly useful for allowing me to quickly reference what someone had said to me, whether someone had told me something personal. I don't need to do any of that anymore because Fathom does it for me. But if I was without Fathom tomorrow because they disappeared, I'd probably just pick my notebook up instead. I'd still be able to do my calls. I'd still be able to add value when I'm talking to people. So tertiary software is different in that it tends to fix workflow. It makes things easier to do. It can become intrinsic and embedded in our systems. My entire team use Fathom. We store all of the calls that we do with customers. Sometimes new starters at Revelesco will watch some of those calls to get a flavor for how we do it. It is intrinsic, but it certainly isn't primary and it certainly isn't secondary. So now I hope some of you are wondering which tier are we in? Are we primary? Are we Are we secondary? Are we tertiary? Which one of these are we in? So now that you know that, then we can move on to the root cause, or what I sometimes call the strategic driver. What sits beneath that? So remember I told you this story about heart pain. My chest is hurting. That's pain. I'm worried that I might die. That's risk. The root cause, though, is probably poor health habits. It might be different, but it's probably, in this case, poor health habits. So, what are those poor health habits? Maybe I don't exercise, I eat unhealthily, I don't get very much sleep, maybe I've started drinking alcohol in the evening. So, those would be the root causes, the things that are driving the pain in the first place. Understanding those things about our buyer is fundamental. Because half the time they don't understand those things themselves. How many people do you know— no comments please— who might be a little bit overweight, or might not exercise as much as they ought to, or maybe have a whiskey or 3 at the event last night, Simon? So There were people that will— there were people that will make those decisions. But we do that. Why do we do that? Well, lots of reasons, but these are the root causes. They're the drivers which cause us enormous risk. So what is the risk of failing to act? So this is something I developed, and you'll find this in the manual that we've given you. This is the the PIP risk matrix. So PIP stands for proximity, impact, propensity. There are 3 things that cause risk. And what we are trying to do with our buyer, with our customer, is explain to them what those things are. So the first of them is proximity. Like, how close is this event to happening? How soon might things go wrong? Impact. How bad would it be if that happened? How serious would it be? And finally, propensity, like how likely is it? You can see here on this chart that if you are a large circle, then it is going to be high impact. If you're in the top right-hand corner, it's not only high impact, but it's going to happen soon, and it's going to happen in— and it's going to be very likely that it will happen. If I told you, for example, that climate change was a problem, probably 90% of you in the room would say, yes, it probably is. 10% of you might say, no, I'm not convinced about that. But most people would probably say, yeah, I think that's probably an issue. If I said to you, you know, your house is going to be impacted by this, you might end up underwater at some point in the next 20 years, Some of you would say, yeah, gosh, I ought to do something about that. That does sound quite challenging. We should probably— perhaps we should think about moving before it gets too late. You'd start to think about things. If, on the other hand, I said to you, guys, there's water at the door. It's lapping at your front door. In about half an hour, your downstairs is going to be underwater, you'd rush home. You'd rescue the cat. You'd pick up your furniture, you'd grab your possessions, you'd make sure that none of your family members were subject to the flooding, you'd look after things. So the impact is no different in that example, but the proximity of the event is very, very different. And so what we always do is analyze, well, how risky could it be for our buyers to fail to think about this? What would happen if they got this wrong? And as you can imagine, many buyers haven't thought about this in enough detail, or if they have, they've done what many of us do. How many of you here at some point, hopefully when you were younger, perhaps not now, had some money worries and thought, screw it, we're going out for a drink tonight, who cares, whatever, like there's another day tomorrow? That's how we often behave, isn't it? But if someone sat us down and said, look, here's your bank accounts and here's what might happen and here's your credit card issues and here's some problems. If that was the situation, then you probably would be compelled to act. So at its core, whole revenue strategy and the various deep dives that we're going to be doing over the course of these 2 days, at its core, is about diagnosing what lies at the heart of the blockers of growth and reconstructing them so that you are able to to win. Identifying pain and risk and root cause enables you to shape your product for product-market fit, enables you to design messaging that lands, enables you to focus a sales team on the core value, and it allows you to create an environment where customers stay with you because they want to stay with you, which obviously is at the heart of everything we're doing. If I were to go back right to the very beginning of this deck, what you would see is those 4 things. Desirability— people want our product. Clarity— they understand why it's risky not to act. Scalability— there's something that we can build here. And finally, deliverability— customers get something amazing. Sadly, Patrick, who, who made this very video for us from which we took the quote, who should have been in one of the seats today. Damaged his back last week and was, was unable to travel, but he would have been here. We worked with Patrick for about 3 years. Emily and I went over to Jersey to his home with the executive team and put together the whole revenue plan for them. They exited with a $70 million investment from Vista Private Equity about a year ago now. It was bootstrapped. Patrick owned 100% of the company. And when we spoke to the bankers that put together the deal, they said, oh, when we talked to Vista, they said there was probably a couple of multiples put onto the valuation because of the positioning and differentiation work that was done with Revelesco. So really interesting results from deploying this kind of stuff. So None of that stuff happens by accident. I don't know if they're in here today, because I can barely see anyone because of the lights. But last night, I was talking to a couple of kite surfers. And of course, watching them against the sun, I got a beautiful photograph of a kite surfer against the setting sun. And when you look at that, most of us think, wouldn't it be great? I could probably have a go at that. How hard can that be? It doesn't look easy, but probably could do that. Turns out it takes about 20 years to get to that stage. And the 2 guys I was talking to said that the chap that's going to be speaking to us, who is a kitesurfer, they said, oh, we're kind of enthusiastic amateurs compared to him. There's a level of professionalism that is required that makes something deceptively simple, and yet that simplicity is driven by so much work, so much structure, so many frameworks, which is exactly what we've tried to build here at Revallesco for all of you. And I hope we get a chance to talk to you about this later. Thank you very much for your attention, and I will talk to all of you later.