Episode 11 Transcript | Alexi Hatch of Quantum Metric

Peter Stevenson

Welcome to By Subject, a silicon slopes brand and marketing podcast. I’m your host, Peter Stevenson, and I’m here with my co-host Alysha Smith.

Alysha Smith

Hello.

Peter Stevenson

Managing partner at Modern Eight. And our guest today is Alexey Hatch, VP of Global Growth Marketing at Quantum Metric. Thanks for joining us.

Alexi Hatch

Thanks for having me. I’m excited to be here.

Peter Stevenson

Yeah. Well, let’s get started with where you came from. So where’d you grow up? What did you do for fun? Where did you go to high school, college, all that stuff?

Alexi Hatch

Yeah, for the most part I grew up here. I grew up in Salt Lake City in Cottonwood Heights, and so I spent most of my childhood here. Great place to grow up, for sure. I went to high school at Olympus high. And then as far as college goes, I kind of bounced around for a little bit, which is a funny part of my history, is I left and went to Arizona State and I was going to be an architect. And so I went to design school, and I have three fourths of an architecture degree. And I had an internship one summer, and I pretty sure 30 minutes in, I was like, oh, no, I’m not doing this for the rest of my life.

Peter Stevenson

What was it that you didn’t like about it?

Alexi Hatch

It was just, you think architecture and design and interior and you think it’s going to be this really creative, just like, cool spot that you’re doing all this fun stuff every single day. And it’s not that way. It’s far more like kind of singular and you’re kind of alone doing your own thing. It’s not very collaborative and then the clients can be a total nightmare. And so I just very quickly was like, I don’t think this isn’t going to fulfill me for very long. And so I left Arizona State and I came back and I fumbled around for a while and I was like, I don’t know what I want to do, and what does this mean? And then my older brother called me one day and he said, hey, have you thought about going to Westminster and maybe looking at their marketing program? I was like, no, but I will now. And so looked into that and decided, you know what, let’s go to Westminster. This looks good to me and I’ll figure out when I want to graduate in it. And ended up going into the marketing school, and I think it was my very first class at school with a marketing class, and within 30 minutes I was like, I’m going to do this for the rest of my life. Oh, great.

Peter Stevenson

You’re pretty good at solving things in 30 minutes.

Alexi Hatch

It’s my sweet spot.

Peter Stevenson

Yeah. I’m going to ask, after 30 minutes of this, what you think about the podcast?

Alexi Hatch

Easy, we’ll figure it out. Yeah, my whole theory on that is like, I don’t need all the information and I don’t need all the data. I just need to make a decision. Okay. And so if I’ve got team members coming at me with like, let me tell you the entire data story, I don’t need to know. That just the facts. I’ll make a decision in 30 minutes.

Peter Stevenson

Okay, so 30 minutes in, you knew marketing was for you. What was it that you liked? What was it that made you think, this is for you?

Alexi Hatch

I think it’s a combination of just all the things. It’s a little bit of science and math, it’s a little bit of storytelling, it’s some art. It was just all the pieces that fit all the parts of my brain that I really enjoyed. It’s super collaborative. It felt really easy and a cool opportunity to fail in spaces. It was like, let’s go try something new. I don’t know if this is going to work, but this feels like a cool spot to do it. And so I just really love that. I love that side of it. And really, if I were to sum it up, it’s the combination of art and science, and I love that. And I think that if I were to sum up the way that the type of marketer I am, I’m exactly that. It’s a lot of it’s science. That’s measurable, and that’s awesome. And you can make decisions off of data, and some of it is just art, and you just kind of have to believe that it’s going to work and it’s going to come together the way that you want it to. And so that’s why I fell in love with it.

Peter Stevenson

So what years was this that you were at Westmini?

Alexi Hatch

Oh, gosh.

Peter Stevenson

2011.

Alexi Hatch

Okay.

Peter Stevenson

And so you came out of school and where was your first job?

Alexi Hatch

Yeah, so, funny enough, technically my first job was I was a marketing coordinator for an architecture firm.

Peter Stevenson

Oh, which one?

Alexi Hatch

EDA Architect.

Peter Stevenson

Oh, their offices are gorgeous.

Alexi Hatch

They sure are. Yes. And so funny, I just kind of, like, combined all these things, which was really weird. So I did that for a while. But what I would consider probably the most, like, my true first job in marketing was I was a media planner for McCann.

Peter Stevenson

That’s a fun first gig.

Alexi Hatch

Yes, big time. And it’s like, you’re fresh out of college, you have no idea what’s going on. You’re just, like, stoked to have a job. Looking back now, I’m like, oh, that was a big deal.

Peter Stevenson

What projects were you on? So 2012, 2013 was when you were there?

Alexi Hatch

Yeah.

Peter Stevenson

And so yeah. Who were you working with?

Alexi Hatch

Yeah, this is one of the great things about that agency as well, is it specializes in B, two B tech, which has really led to kind of the path of my career. I’ve only worked in B, two B tech, and again, interesting, I didn’t know the impact that was going to have. Right now, I look back, I’m like, oh, yeah. Okay. That was a big deal. And so I worked for kind of Fortune 50 brands like Panasonic and ExxonMobil and Pegasystems and Verizon and all their B, two B segments and products. So it was really cool.

Peter Stevenson

That’s amazing. That’s a great first gig. So you started as a media planner. Did you grow in your role there or did you jump to another place before you started to get promoted?

Alexi Hatch

Yeah, I did grow in there. I started as an associate, and then I grew up to a senior media planner there. So I spent a good amount of time there, and it was really cool. McCann was when I was there, they were so great at growing their internal talent, and McCann, especially the media planning and kind of engagement group, they were really set on bringing in people young, kind of at that associate level, and growing them up. It was very rare if we hired somebody in kind of that middle or senior tier. And I saw a lot of benefit out of that because it just allowed you to kind of craft these kind of minds and process to really fit in with the organization rather than have somebody come in and have a bit tougher time figuring out what they’re going to do at McCann and what that means. So it was cool. It was a lot of fun. I loved my time there.

Peter Stevenson

What did you learn from marketing? And you’re our first media planner to come into the podcast, but I’m curious, from your perspective, what starting as a media planner has helped inform your marketing prowess now?

Alexi Hatch

Yeah, massive impacts, because it started me in data first. And so that first job, I understood data like nobody’s business, and I understood exactly what was performing, what wasn’t. I understood how to use data to make decisions really quickly. I knew how to optimize to performance. And so because of that foundation that’s carried through every single job that I have, and that had a huge impact to be a performance driven marketer. Right. So that was a huge impact. I think I really learned how to work with creative teams, which is such an important part of being a marketer, especially if you’re in the digital space or the marketing operations space. You have to understand how creatives work and how they think and how you partner with them, and you have to understand what your responsibility is in that work. I tell my team all the time, hey, if you don’t like what the creative team gave you back, that’s your fault. It’s because you didn’t brief them incorrectly. So I really learned how to work with the creative team, and that partnership is just so key to my success over the years. So I learned that a lot at McCann.

Alysha Smith

I love that.

Peter Stevenson

That’s super interesting. I often don’t think about media planners. SBNs really involved in the data. But now that I think about it, that sounds. Absolutely.

Alexi Hatch

We’re in the creative, too. It’s kind of an interesting central hub where you’re interacting with all the teams because we’re investing a lot of money on our clients behalf, and we need to be able to say, here’s how it performed. Here’s the return that you got. Here’s how we worked with the strategy team to pick these placements, because it fits this audience right. Here’s why we’ve asked for this type of creative, because this is the audience that we’re going after. Here’s the format that we’re trying to do. And so it’s this very kind of centralized role, actually, that’s very dependent upon other teams in that collaboration, which was cool. It was really cool.

Peter Stevenson

Okay. Normally I wouldn’t ask this question, but I’m curious, from your perspective, how you work with creatives. That is not something I’ve heard anybody say they’re able to do very well. So I’m curious about this. What is the secret there?

Alexi Hatch

Well, I think I’ve got a little bit of an advantage here. The fact that I went to design school for so long.

Alysha Smith

Correct.

Alexi Hatch

I try and help my team. A lot. People come to me quite a bit of, like, hey, how do I communicate this to the creative team in the best way possible for them? Right. And my biggest recommendation is, like, you got to allow them the opportunity to think and to create on their own. They don’t want creative direction from you. They have their own team that does that. You need to be able to translate what you’re looking for and why you’re trying to accomplish something through an identity or a visual or something like that, and then allow them the space and the opportunity to create it. Once you infringe on that space, I think that’s where you start getting problems, because it just collapses their ability to think creatively, and they get frustrated, and that’s not helpful.

Alysha Smith

So in your point of that’s your fault if you don’t like it, it was your brief. What are some of the things that you’ve found that have steered the creatives in the wrong direction?

Alexi Hatch

Honestly, it’s when they’re lazy and don’t fill out a brief very well is what happens.

Alysha Smith

Details.

Alexi Hatch

It’s just the detail, man. I’ve been so fortunate to work with just incredible people throughout the years, and one of those is just an outstanding creative director that I’ve now worked with at two companies. I currently work with him, and he’s the one that actually really taught me the importance of a brief. And the way that he structured it is know, feel, think, and do. When a person or a prospect or somebody sees this creative, what do you want them to know? What do you want them to think, what you want them to feel, and what do you want them to do? And if you can provide the details around that, that allows the space for them to really think and create what you want but you have to be very deep. Creative director, benchild.

Peter Stevenson

Benchild. And where else did you work with him?

Alexi Hatch

I worked with him at workfront.

Peter Stevenson

Okay, interesting. Okay, and he’s where you’re at now?

Alexi Hatch

Yeah. Okay.

Peter Stevenson

I’m curious to know. So you McCann and then you move where, where’s next?

Alexi Hatch

So went from McCann, and then I had a really short stint at Clear Link, and I was there for a brief period of time and then I went brandside and I went to workfront.

Peter Stevenson

Okay.

Alexi Hatch

And so I was at workfront for a good chunk of time, and that’s where I met Ben. The workfront days were, man. I mean, I learned so much there and they impacted my trajectory and career and just in measurable ways.

Peter Stevenson

What was it that brought you to workfront? Like, why did you decide you wanted to go in brandside?

Alexi Hatch

A friend.

Peter Stevenson

A friend? Who was that?

Alexi Hatch

Yeah.

Peter Stevenson

Merced.

Alexi Hatch

Yeah. So I met her at McCann.

Peter Stevenson

Okay.

Alexi Hatch

So we worked there together and then yeah, she called me up one day and said, hey, you want to come talk about workfront with me? I was like, I mean, sure, tell me about it. So we sat down and she kind of told me about this role that was open. And I had kind of been toying with the idea of going brandside, and I knew that I always eventually wanted to go brand side. I’m not an agency lifer by any means. I respect the hell out of anybody that can be the agency lifer, but not me. And so I knew I eventually wanted to be there. And then this just felt like a good jump, and I knew people that were over there, so I made the move.

Peter Stevenson

What years was that?

Alexi Hatch

Oh, man, you’re really testing me on my years here. I think 2013.

Peter Stevenson

Okay, so really sort of 2014 during the hyper growth phase of workfront. What were things like there then?

Alexi Hatch

When I joined, it was kind of right after they really started bringing in an incredibly strong executive team. Yeah. And that executive team had one goal and it was an exit. And so that team had been brought in a little bit before I was in there. And so we were able to really focus on that one single goal. And I feel incredibly fortunate to have worked for that CMO and that CEO. They’re just remarkable leaders, and I was able to learn so much from them, especially our CEO, Alex Shootman. I don’t know if I’ve ever had a CEO that’s been able to truly steer a ship the way that he does. He was able to find a way to get 1000 people aligned to a single goal and a single mission, and he brought purpose to everybody’s work. He was just a really excellent, excellent learn leader, and he taught me the importance of goals and how to set them. And I had an opportunity a little bit on the back half of my time at workfront where he was leading a project. He wanted to lead a project about the future of B two B Marketing and sales. And his whole theory was the first company to unlock what the future of B two B Marketing is, is the company that will win. And so he pulled together this really cross functional group across the business to kind of craft what this looks like. And I was very fortunate to lead that project. And so over that course of time, he was able to mentor me, essentially. And I had kind of unprecedented access to the CEO, which was awesome. And so I was able to just learn so much from him from a leadership standpoint and again, how to set goals, how to lead a team, how to get consensus, all the different things that he was working on so hard in order to get us to an exit. And ultimately they achieved that. We went through an exit and we were acquired by Adobe.

Peter Stevenson

Yeah. What were some of the things you learned from him that you’ve taken to hard now as you’re leading your own teams?

Alexi Hatch

Yeah, I think a couple of the major ones are goal setting and the importance of establishing kind of a tiered structure of goals, establishing real goals. You’re going to hit these, this is a real thing that you’re going to achieve. But what we’re really going to strive towards is the stretch goals. And the stretch goals are the ones where by the time you achieve it, you’re hanging on by your fingertips. And I love that visual because when you actually do achieve a stretch goal, it feels like that. It feels like you are hanging on by your fingertips. And it’s just awesome because it really progresses the team forward in a pretty big way and requires them to be really way more innovative because it’s a lot more difficult to kind of close that gap between a real goal and a stretch goal. And so it requires that creativity. So I think that’s one area setting goals and aligning your teams around that goal. The other one, and this is a lot of like consensus building and how you get into a room and how you build collaboration with a group of people. And I think one of the things that always kind of pops into my head is asking the question, are we at the right elevation right now? You get in a group of twelve people and you’re saying, hey, we need to solve this. People are going to come at it from 400 different angles. There’s going to be people at 30,000ft, there’s going to be people at 3ft. And it’s really easy when you’re trying to solve a big problem to go and talk tactics. It’s rarely the right approach. When you’re trying to solve a big problem, you have to look at the big picture of it. And so one of the things that he taught me was like, no, literally ask the team out loud, are we at the right elevation right now? If you feel like it’s getting too in the weeds. And that works. I use that tactic a lot to get people to think differently and to get out of the weeds and to get out of the tactics and start thinking more creatively. So that was a big lesson from him as well.

Alysha Smith

I have a question on the goal setting. Was it more goal setting in terms of hitting financial numbers or is it more goal setting that was a little more like process oriented or like personal goals or things like that to help get to the end result, which would probably be a financial was it both?

Alexi Hatch

It was kind of both. I think more than anything we never overrotated on the financials because the financials are an outcome exactly. Of other things. And so it was like, okay, what are the building blocks that are going to get us to financial success? So it was like you kind of had this number that was sitting there of like, yeah, we want to hit this. But it was more focusing on what are those details that get us there that he really focused the entire organization on.

Alysha Smith

And the goals as well.

Alexi Hatch

Yeah, great. Exactly.

Peter Stevenson

And do you think that that goal setting attitude from him was what allowed him to turn the ship, like you said, to lead the ship?

Alexi Hatch

I think so, yeah. I think so because I think it’s one of the pieces for sure. Because going through an exit, that’s a big goal, right? That is a task. Right. And so it was really getting those building blocks in place and making the right decisions at the right time and understanding. One of the other things that I love what he would say was sometimes we have to slow down so we can speed up. And he was always willing to slow the ship down so we could get process in place, so we can get teams in place, so we can get priorities in place. Because once those things are in place, you can really just soar and so. I think focusing on that too was excellent. He had a way of getting us on the path to that big, huge goal.

Peter Stevenson

Interesting. And so what, what was your role at, at Adobe in the marketing field?

Alexi Hatch

So at Adobe.

Peter Stevenson

Sorry, workfront. Adobe workfront.

Alexi Hatch

Now it’s Adobe workfront. I originally came in, in digital marketing. Okay. And they were kind of in this very transitionary period for marketing where they used to have very siloed channels. They didn’t have a campaign strategy. And this is what our CMO really came in and pushed for, was her whole approach was, no, we’re going to do integrated campaigns. We need to say consistent messaging and push consistency into the market to really capture performance. And so she built out an entire integrated marketing strategy, which required the digital team to reinvent itself because it used to be very siloed, where every channel kind of had their own goal. Messaging across channels was all over the place. There wasn’t consistency there. And so it was a matter of pulling it all together. And so I came in kind of mature that to introduce some more channels in place and then to really help support the integrated marketing team. And then about halfway through my time at workfront, I had an interesting conversation with a coworker where I was like, you know, I don’t know if digital marketing is going to get me to where I want to go. And he was very blunt with me, and I appreciate how blunt he was. And he said, you’re right, it’s not. He said, if you stay in digital marketing, the furthest that I can see you is going to a VP of marketing. I was like, okay, so let’s go figure out what else to do. Had this moment where I was like, well, what are the paths that I could take? And the two areas that I really could excel in was marketing operations and kind of the data side and the operations side, or I could go and get closer to go to market. So I kind of toyed around with that a little bit to see what side did I want to go on. And a role opened up on the integrated marketing team. So I made the decision, let’s go to go to market. I wanted to get closer to the core of the business, which was the product in my mind. And so I went there and so I did that. And so during my time in that role, it was awesome because I led kind of our largest buying center campaign, which was for marketing. So it was like marketing to marketers, which is a really fun kind of thing to do, which is a good time. And then a part of that was the Adobe partnership. And so one day, I will never forget this one day in my inbox, there was an email from my boss that said, hey, I now need you to lead the Adobe partnership for marketing. And I was like, I don’t know what that means. I was like, what do I do? And I just kind of dove in with all in. And I said, okay, well, let’s go figure this out. And so figured out what that partnership looked like. Had great people internally that I partnered with as well to understand what that means to have a partnership and what partners mean to scaling an organization. Right. They’re so critical in that scaling process.

Peter Stevenson

Right.

Alexi Hatch

And then, lucky me, I mean, I got a front row seat. That acquisition, which was just incredible and really cool.

Peter Stevenson

Were you there through the acquisition? And so what came next?

Alexi Hatch

Yeah, so went over to Adobe and hung out there for a minute. And kind of really toyed around with the idea of like, okay, do I do the big enterprise thing and do I hang out at Adobe and kind of hang out at this marketing mothership and see what this is like, or do I go and do something else? And so I was at Adobe for about six or so months and I was like, yeah, you know what, let’s go do something else. I’m not sure if I’m quite ready for the big enterprise ship yet. One day I’ll probably end up somewhere in there in my career, but for now, I’m like, let’s go do something kind of a little more scrappy. So I went over to a company called Integrate, and I was actually a customer of theirs. So that was kind of cool to get pulled over there and suddenly marketing a product that I really believed in. And so I was brought over there for the director of demand marketing. Okay, so very similar. Kind of like Led kind of campaigns and digital team, kind of hybrid group.

Peter Stevenson

Working on brand specifically type projects, right?

Alexi Hatch

A little bit of brand, a lot of demand gen stuff and all of that. Yeah, so that was fun. I did that for a while and then this opportunity of Quantum came up and I wasn’t looking. It was kind of one of those opportunities where it was actually Ben, that Ben called me up one day and said, hey, you need to come over here. I was like, okay, relax. I’ve been at this new job for like 4 seconds, let me figure this out for a second. And eventually kind of met with the CMO there and talked to Ben a lot about it. And it was an opportunity that I was like, whoa, you can’t say no to this. So I moved over there.

Peter Stevenson

So tell us about that company. I’m not familiar with them at all. So you said it’s B, two B tech. So tell us a little bit about what the product is, what you’re selling.

Alexi Hatch

Yeah, so we’re an experienced analytics platform. So what that means is that we’re going to go beyond the traditional web analytics where sure, we can give you kind of the pulse of your site and give you the overall health of what’s going on, but we go beyond that and we quantify those friction points that’s going on for the experience. And so your analytics tool might tell you, hey, your site is loading really slowly and your product teams might think that’s what’s causing all the problems with our site and why it’s not converting well. So we’re going to go focus on site speed, whereas what Quantum is doing, they’re looking at all the other pieces and saying, actually, you have a long running spinner that’s costing you a million dollars a day. You should go focus on that first, fix that, then you can address the site speed thing.

Peter Stevenson

Sure.

Alexi Hatch

So we just go a lot deeper into the why is your site or your product or something your kind of digital tool? Why is it performing this way? What are the friction points that it’s causing your customers? And then how do you prioritize how to fix it or how to create a better experience?

Peter Stevenson

And are you selling directly to companies, or are you partnering with marketing agencies who do CRO?

Alexi Hatch

We sell directly to businesses. Okay.

Peter Stevenson

And what kind? All sizes small. The enterprise or big enterprise?

Alexi Hatch

That’s our kind of sweet spot. The big ones, really. We need the websites. We’re talking kind of like 100 million sessions a year. They need to be really big. And that’s where our sweet spot and ROI comes in.

Peter Stevenson

Amazing. And so you’re in charge of global growth. So what does that mean?

Alexi Hatch

Yeah, so what that means is that I have kind of three major functions underneath me. So I have integrated campaigns. I have digital marketing, and I have marketing operations and analytics. Okay. So I really hold the overall campaign strategy, but then kind of our entire digital ecosystem as well. And I lead that team.

Peter Stevenson

And so it sounds like there’s not a tremendous amount of companies who can hire you. So tell me about what you’re doing. What is working in this B, two B space in a pretty large enterprise space for you?

Alexi Hatch

Yeah, I’m a big believer in campaigns and integrated campaigns. And that consistency and being very thoughtful about the programs and the campaigns that you’re pushing out into market. I think a lot of companies will run they’ll run campaigns, and it will run for like, a six week stent or a three month stent. And they’ll say campaign. Whereas I look at it and I’m like, no, a campaign is actually always on. You should always be running campaigns and programs. And you’re just optimizing messaging throughout. You’re just optimizing channels. Because that’s where I see things really start to fail as things get pulled out of market, or if things stop, especially in a B, two B enterprise space, that is a big contract value, a lot of stakeholders, and a really long sales cycle.

Peter Stevenson

Right.

Alexi Hatch

So if you have a campaign running for three months, but your sales cycle could be 18.

Alysha Smith

Yeah.

Alexi Hatch

I’m not quite sure what that three month campaign is doing. Right. So I think it’s that consistency that I see the greatest performance out of. But that’s also very hard to prove, because how do you tie ROI to consistency? And so one of my big things right now is I talk about one metric. Doesn’t matter, but all the metrics together do. I can’t just look at conversion rate and say, success. We need to look at conversion rate plus ROI, plus how things are performing on a channel by channel basis. How are we pulling all that analysis together into one consistent story to say that it’s working?

Peter Stevenson

Interesting, you talk about multi channel. Campaigns? What is working in that B to B space? Like, what channels are you optimizing? Where are you on? What are you doing?

Alexi Hatch

Yeah, so the biggest ones for us right now, we see a lot of success from paid social, for sure, specifically LinkedIn. Outside of that, it squishy at best for this type of product. Sometimes it totally works for B. Two B and Facebook. And the other channels actually have excellent targeting, but LinkedIn does pretty well for us. What we’re seeing right now is some of our awareness plays, for example, are having a really interesting halo effect on our website performance. So, meaning we run like display campaigns or native campaigns that that’s not going to result in any pipeline. We all know that from a direct attribution standpoint. But once we pushed all that in market, all of a sudden our requested demos went up. And so there’s this really excellent halo effect that’s happening by running those types of channels that you can’t tie directly to pipeline. But when you look at all the metrics together, you can kind of look at the timelines and say, well, that’s when that entered market, and here’s where we saw a change.

Peter Stevenson

And so being able to optimize for performance of all channels together allows you to see that and to decide that even though I can’t attribute it directly to this ad, I know that it’s working. That’s great.

Alexi Hatch

Totally. Sometimes my CFO doesn’t appreciate that.

Peter Stevenson

One thing that I keep thinking about, that you mentioned earlier is talking to somebody about where you wanted to go. So tell me what the future holds for you. Where do you want to grow to? Man, what stood in the way as just being a digital marketer?

Alexi Hatch

Yeah, for me, I’ve always wanted to land on the C suite. That’s always been the goal. And I’ve never looked at it and said, I want one specific kind of C suite spot over the other. I think it always shocks people when I say that. And they’re like, Why don’t you just say CMO? Right. And I’m like, Well, I mean, I would go and be a CMO, but is that where I want to land? I don’t know. So I could certainly see myself landing as CMO. I could certainly kind of see myself landing in kind of a strategy role, or even just kind of a performance kind of revenue role, for sure. And at the end of the day, would I absolutely want to be a CEO? Sure. Yeah. I would take that on.

Peter Stevenson

Okay. It’s funny, we did an interview earlier today with another marketer, and I mentioned to them that they would be a great CEO, and they said they did not want that job. It’s fun to hear you say that. You’re going for that?

Alexi Hatch

Yeah, it’d be fun. But I enjoy leading people. I love marketing and I love what I do, and I love the kind of in the weeds piece of it, certainly. But I always love leading people, and I love giving purpose to their work and setting big picture strategy is where I really enjoy my job.

Peter Stevenson

Yeah, that’s amazing.

Alysha Smith

We’d love to hear just kind of as we wrap up, is there one piece of advice that you would give to our listeners if they were interested in marketing or they’re currently in marketing? And what’s your nugget of wisdom?

Alexi Hatch

Yeah, I think I have a couple of them. One of them is to be curious and never think that you know everything that is a real boring spot to be. Even if you’ve done something for a really long time, never think that you know it all and just be curious. Be curious about you want to know how to work with the creative team? Go and be curious about what their day looks like. Go and ask them what that experience is like. You want to know how to best support a sales team? Same thing. Get curious about what their day looks like and how to partner with them in that way. So I think that’s a major one is just approach everything with curiosity. I think for anybody that wants to enter the tech space, my biggest recommendation is, like, figure out what you really love and what stage you love, because if you’re a process oriented person that really loves clarity in their job and really knows what to do, don’t go join a series, a company. Don’t go do that. If you want to hustle and grind and you love that part of it, absolutely go and do that. And I think figuring out what do you love and where do you find success, and go find that. Go find that company that’s sitting in that stage where you yourself can be successful.

Alysha Smith

Yeah, that’s smart.

Peter Stevenson

And my favorite question is, where should people go to find great food or drink? You mentioned you live downtown, so I’m very excited about your recommendation.

Alexi Hatch

Yes, man. So lucky living downtown because there’s so many good things. I would say if you’re looking for an excellent latte or an excellent little caffeine boost. Three Pines, always a winner.

Peter Stevenson

Heart roasters from Portland.

Alexi Hatch

Indeed.

Peter Stevenson

Amazing little spot.

Alexi Hatch

So good. And it’s just like the sweetest little place there on Main Street.

Peter Stevenson

My favorite barista in the city is there Joe.

Alexi Hatch

See, he’s the best. So good. Yeah, I love them from a bar standpoint. I love a good barx. Always a good time.

Alysha Smith

We were just talking about barx.

Alexi Hatch

Yeah.

Peter Stevenson

I was wondering if anybody still goes there, but it’s still great.

Alexi Hatch

Yeah, it’s a good spot. I love a good microbrew, too. So go to Fishers. You can’t beat that patio. Take your dog back there. Have a good beer. On a summer day.

Peter Stevenson

I’m more like TF brewing TF. Yeah.

Alexi Hatch

Also excellent. I think anything on that row is really excellent. Okay.

Alysha Smith

And food.

Alexi Hatch

How about your favorite food? Yeah, all I do is drink coffee and beer. Food I really love. If you’re looking for a real great meal, you can’t go wrong with walters.

Peter Stevenson

Okay.

Alexi Hatch

Always love that place. All right.

Peter Stevenson

R-I-P. Yeah.

Alexi Hatch

I know. Yeah. I love him. And a funny kind of like little spot is Siegfried’s.

Peter Stevenson

Oh really?

Alexi Hatch

Love a good german deli that was.

Alysha Smith

Across the street from our office.

Alexi Hatch

Yeah.

Peter Stevenson

It’s been a while since I’ve been to sigfree. How’s it doing?

Alexi Hatch

They’re great.

Peter Stevenson

Is it still going strong?

Alexi Hatch

They’re great have excellent pretzels that I will just absolutely devour half chicken there. Last time I was so good.

Peter Stevenson

It was great.

Alexi Hatch

Yeah.

Peter Stevenson

I was like, I need to eat more of this.

Alysha Smith

And then you can roll over to three pines for that caffeine. Get you over that trip to fun.

Alexi Hatch

Yeah. Exactly. Good spots down there.

Peter Stevenson

Thank you so much for joining us. It’s been really great. And we’ll see you on the internet.

Alexi Hatch

Sounds good. Thanks for having me. Great.

Peter Stevenson

Bye bye. Subjects is a production of modernate agency and silicon slopes. Executive producers are Alicia Smith and Peter Stevenson. Editor and producer is Dave Meekum. Video Production by Connor Mitchell development Production by Eric Dahl production Management by Shelby Sandland Original music composed by Josh Johnson. Website designed by modernate. Please make sure to follow and share the show with your friends and your enemies. Thanks for joining us.