Leann Leone on LinkedIn: https://www.linkedin.com/in/leannleone/

Hello, everyone, and welcome to Enablement Amplified.

2

I'm your host, Fiona Simpson.

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Welcome to the brand new

season of enablement amplified.

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This is the very first episode of

season two, and I am so excited to

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share it with you all before we jump

into the episode, I just wanted to

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say a quick, thank you to everyone who

supported season one of the podcast.

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The folks who've signed up as a

members, as part of the podcast

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community, and for everyone who

has cheered along along the way.

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And just wanted to express

my gratitude for a moment.

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The podcast is growing and we

are going to be doing some really

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fun things with season two.

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And some great ways for

listeners and people within

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the community to get involved.

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So stay tuned for more details

on that very soon, but just

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so grateful to have you here.

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And I hope you enjoy.

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Episode one of season two

of enablement amplified.

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hello, everyone, and welcome to another

episode of Enablement Amplified.

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I am very excited today to

have Leanne Leone on the show.

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Hey, Leanne, go ahead

and introduce yourself.

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Leann Leone: Hey Fiona, super

excited to be here with you today.

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And yeah, I am a revenue

enablement professional.

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If you will, I've spent a bit

over a decade working in revenue

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organizations in SaaS companies.

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That the first half of my career was spent

in sales as an IC and a sales leader, and

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then transitioned into enablement to serve

in that more optimization focused role.

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So most recently, I was the head

of go to market enablement at

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Logics Board, which is a logistics

tech company where I supported

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sales, CS, and support enablement.

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Fiona Simpson: Awesome.

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I love, I always love a blend of a little

bit of sales, a little bit of CS support.

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That's my background too.

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So love to hear it.

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I am super excited about this,

but Leanne, tell us your what

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if question for today's episode.

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Leann Leone: My what if

question, Fiona, is what if more

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enablement decisions were made?

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We're made based on data.

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Fiona Simpson: There's so many data

gurus out there that are going to love

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this question because I almost want

to ask the question, why aren't you

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making decisions based on data, right?

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We'll dig into it.

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We'll dig into that.

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We will, for sure.

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But to start us off, give me a

little bit of the context here.

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What made you start thinking about this?

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What made you ask the question

in the first place so that

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we can really kind of unpack?

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Because there's a lot in that

question, but let's start unpacking.

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Leann Leone: There is.

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There is, you know, I think there's a

lot going on in the enablement function.

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Obviously a lot of people's

roles have been cut.

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Teams have been Consolidated.

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And I think what's happening is it's

hard for organizations to justify the

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spend because they're not looking at

the function as a revenue optimizer.

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They're looking at the

function as a revenue

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Fiona Simpson: as cost of goods, right?

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Yes.

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Yes.

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As

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Leann Leone: a cost center.

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Exactly.

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Yeah, a cost center.

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As a cost center.

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So.

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The, and the reason for that, I think, is

because it's being seen as an execution

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function, and I'll talk a little bit

more about that, but if enablement had

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the right seat at the table to bring

data driven decisions, to the team rather

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than constantly be told what to do.

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I think it would transform the way that

the function is seen and its ability

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to optimize the performance of all the

individuals that are quota carrying.

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Fiona Simpson: Agreed.

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I absolutely agree because And

I'll give you a great example.

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I was looking at some data this week.

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And I noticed a trend about deals

that fall under our ICP versus ones

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that don't, and I thought to myself,

aha, this is a trend that maybe

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other people have been picked up on.

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This is something that we

can coach towards, right?

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Let's disqualify our non ICPs faster.

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Let's qualify more ICPs.

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Let's have marketing, right?

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Like there's a lot that comes out

of that one little sliver of data.

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And that puts me or the enablement person

in the position to think strategically

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ahead of the curve, as opposed to some

of those What I like to call lagging

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indicators, like we missed our number

last quarter, we need more enablement.

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And it's like, well, let's

unpack that a little more.

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Leann Leone: 100%.

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And, and that's why I wouldn't

say that a lot of organizations.

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Or rather, I wouldn't say that blanket

statement that organizations don't

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think in terms of data, don't put

enablement in a strategic place.

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But I, I think there's some that

have a hard time putting the

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function where it needs to be.

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So just consistently seeing

sales leaders telling enablement

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what they want them to focus on.

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Rather than letting enablement live in the

data, live in the strategic conversations

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to determine where to put their focus.

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Fiona Simpson: Could not agree more.

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I feel like oftentimes sales leaders can

use enablement as like a reactive crutch.

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Yes.

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Like, we found a problem, we're now

gonna make an enablement problem to fix.

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Mm-Hmm.

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. As opposed to exactly what you just said.

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Letting us have eyes on

things before they happen.

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Letting us be a part of the

conversation before the product launch

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or the sales reorg or the whatever.

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Right.

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Yeah, I think we're completely

on the same page, but let's break

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this down a little bit further.

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So when you say data driven

enablement decisions, what

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do you really mean by that?

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Leann Leone: Yeah, so what I mean by

that is that we let data drive what

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initiatives get enablement attention.

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And the measurements and outcomes

that we want to see change.

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And I think this is just as much of an

enablement responsibility to fight and

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claw improve their ability to bring

these types of things to the table

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as it is organizations to be more

supportive of that type of interaction.

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And, and you said is typically the,

the revenue leaders will come with.

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the thing they think should be

trained upon, whether that's

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discovery or the, my favorite is,

Hey, my reps need more negotiation

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help or more more closing help.

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But when you dissect data, my example is.

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You know, revenue started to fall.

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Sales leader says we need to focus on how

to have those late stage conversations.

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But really what happened and what the data

showed was that we needed to get better at

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proving value before presenting pricing.

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Cause we would get people that would

say, yeah, your product looks cool.

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But then when we put a 50, 000

price tag in front of them, they

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would say, not that cool because

we hadn't done a good enough job.

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And so the enablement initiative, yes,

it was training, but there was also

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some ROI resources that I was able

to worked with marketing to produce.

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And.

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Ultimately, yes, closed one revenue

increase, but not because we

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focused on the end of the funnel.

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So I think that, you know, yes, like

revenue leadership team should collaborate

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on Everything from anecdotally,

what are we seeing emotionally?

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What are we feeling?

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But that we should also be looking at

the data to say, what do we want to

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see change when we make this shift or

put our enablement resources in this

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and and to go off script a little bit?

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There's conversations flowing around

some Slack communities that I'm in

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about intake forms for enablement.

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And so that we can hit, you know, Mr.

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Sales Leader, Mrs.

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Sales Leader, if you want me to focus

on this thing, you tell me what drew

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you to want me to focus on this thing

and what outcome do you want to change?

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But I would go even further that,

that ideally enablement is the

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one bringing to the organization.

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Yes, our, our clothes rates are

trending in the wrong direction.

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I've done an analysis.

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Here is what I have found.

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So that's where I say that it's an

organizational shift to put enablement

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in the seat, but it's also, you have

to prove that, that you're able and,

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you know, skilled and talented enough

to Analyze the data and make those

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recommendations to be seen in that way.

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Fiona Simpson: I agree.

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And I think what you hit on with the

intake form idea, I want to double

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down on that for a second because I

think what we see, right, when we've

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talked about that reactive or emotional

ask for some form of enablement is it

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almost becomes a distraction, right?

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And when we can say, Here are

the KPIs for this quarter.

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Here are the OKRs.

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You tell me how this ask aligns

with the goals you've set, right?

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We're not the ones out there setting

sales metrics and doing all that, or

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maybe we could help, like you said.

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Right.

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But when we kind of shine the mirror

back to our sales leaders and say,

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you've asked for something that

doesn't align with what you told me my

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responsibilities are for this quarter.

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So something's got to give.

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And I think when we do that,

We have an opportunity to keep

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our focus a little more narrow

for our enablement team, right?

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We're not putting fires out constantly.

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And I think just truly from like a job

quality perspective that helps our team.

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But I think it also helps prove our value

and our authority in the organization.

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Like I'm thinking strategically,

I'm thinking about the big picture,

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I'm thinking about processes and

the OKRs and the KPIs that we've put

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in place and I'm aligned to that.

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Are you with me?

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Right?

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And, and I think it helps cut out a

lot of the noise in a really big way.

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And I think we can use

the data for that as well.

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Right?

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You, you kind of made the

comment like, Thank you.

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Letting data drive what, which

initiatives do get attention.

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I think we can look at the

reverse side of the coin.

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If we don't have a problem,

I'll just make something up.

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If we have a really good stage one

to stage two conversion rate, we

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don't need to spend enablement time

on stage one to stage two conversion.

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Or like you said, You get to

get asked for negotiation.

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And if we have a really short time

frame from like proposal to contract

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execution, the data is telling us there

might not be a negotiation problem.

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Obviously simplifying a little bit, but

I think you get the gist that we can

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use that double edged sword to really

kind of keep our nose clean in our

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enablement role and in where we're headed.

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Leann Leone: Yeah, absolutely.

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And I heard it explained as like, If you

come to me and you say my team needs X

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training and all I do is say Okay, great.

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I'll do that for you That's no different

than a prospect shows up to a conversation

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wants to see the demo without a discovery

You have no idea what to focus on but

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you want to appease them and say yeah

sure and so If you turn that back around

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on the person that's bringing you This

thing they want you to do and you say hey

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You This is kind of like this situation

that we don't want our reps to do.

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So how about you tell me

what pain points, what

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Fiona Simpson: outcomes you're looking

at, exactly what pains, what project

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does this align to in your organization?

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So then, you know,

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Leann Leone: yeah, exactly, exactly.

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I love it.

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Fiona Simpson: So I think we've unpacked

sort of what we're talking about when

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we think about data driven decisions.

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But the next thing I always like

to ask is, okay, let's say we

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understand data driven decisions.

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Let's say we've got the tools in place.

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What happens when we start leading

with those data driven decisions?

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How does that change the day to

day world of our enablement teams?

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Leann Leone: I think at the

end of the day, it changes.

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the function from being seen as

very tactical to strategic and it

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changes the the revenue situation

associated with the function.

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And, and I get it like we're sitting

in a revenue org where everyone

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is essentially walking around

with a quota on top of their head.

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I like envision this, like walk around

with their number, but we're over here

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going like, well, I don't have a number,

but my job is to either get you to.

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Get your number or exceed your

number or whatever performance

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maximization looks like for you.

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If we could quantify that we would

be seen as the force multiplier

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that every leader wants us to be.

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But isn't isn't always

actually seen as, you know?

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Fiona Simpson: Yeah, agreed.

229

Well, and it, again, what I was

saying earlier about lying indicators,

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somebody hitting their quota is

the last indicator that is the

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end of the train of indicators.

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And so everything that we do before

they get there has an influence

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on them hitting their quota.

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Right.

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So, yeah.

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Leann Leone: I think that like in a

perfect world, Rev Ops and enablement.

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are so connected that they're the

ones bringing the things to the people

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leaders rather than the people leaders

bringing the things to the team.

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Fiona Simpson: Absolutely.

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So thinking through kind of the

current state of enablement, I think

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you hit the nail on the head that

there's so many organizations that

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do see enablement as a cost center.

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That's why we're the

first folks out the door.

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So do you see that as

a direct correlation?

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I know you're starting to get there, but

I want to dig down a little bit further.

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Like, do we think that there's a

direct correlation between that

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high turnover and that high layoff

rate in enablement right now?

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And this missing from the picture, the

strategic concept and this data driven

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concept missing from the picture.

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Leann Leone: Yes, yes, 100%.

251

But, but again, like, I would

never blanket blame the leaders

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that make that decision.

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I think it's a combination of the

enablement person, Force forcing

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themselves to be represented in this way.

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But it's also, you know, because

enablement is still a fairly new function.

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If a sales leader has been around the

block and they've been in, they've

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been in the industry for a long time,

they're still trying to figure out.

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What is enablement?

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What am I doing with this person?

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You know, you might be hired by a

very enablement focused leader and

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then they exit the organization and

you're constantly reselling the value

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of enablement because again, like it's

on paper and most people would explain

263

it as Oh, I want enablement to be a

force multiplier 100%, but then they

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don't, it's not treated like that.

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Exactly.

266

And so, yes, I think it relates to

the high turnover, because instead

267

of being able to justify that

we made this, this improvement.

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We, we can't now, the other tough part

about it is if the market is down and

269

in general, we're not performing that

well, then we have to get in and like

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incrementally change small things.

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Like at the end of the day, there

are going to be things that are

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outside of anyone's control.

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And so if you can't force multiply,

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Fiona Simpson: well, you can't

force multiply zero, multiply

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Leann Leone: anything, then potentially

there's another piece of this that is.

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the timing of the enablement hire and

function because and, and, and potentially

277

it gets cut because we got to go back to

operating like a super scrappy startup

278

and throwing things against the wall

and seeing what fits and enablement

279

doesn't work in that environment.

280

So that's another thing is I think

potentially organizations matured

281

and then the market shifted.

282

And so, this isn't the thing that we're

teaching everyone, but here's the problem.

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We don't know what is.

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And therefore, we gotta recalibrate

the machines a little bit, and

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then maybe there's this wave

towards the end of this year where

286

we're gonna bring y'all back in.

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Fiona Simpson: Right.

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Well, and I think that's a perfect

example of that, is any organization

289

that's gone from like a mid market

or an S& B function to an enterprise

290

function, The way you sell, how you

sell, how you package, how you market,

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how your support teams are set up.

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There's so many pieces of that

business change that come into

293

play that yes, enablement needs

to be a strategic part of that.

294

But I would, I'm with you

that that might mean a pause.

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in enablement.

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That might mean a different

remit for enablement during that.

297

Maybe they spend some time really

internally working on the strategy side.

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Maybe this is one of the reasons why

fractional or contracts enablement has

299

become so popular that there are periods

of time where you don't necessarily need

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enablement at the front leading the way.

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There's other things

that have to come first.

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Leann Leone: Exactly.

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And I think that as much as I would

argue that enablement deserves the,

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the strategic perception, they can

easily be another cook in the kitchen.

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So I think, you know, the recipe should

already be decided before all the

306

ingredients start getting put in bowls.

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Problem with that is if

we're then backtracking.

308

And like you said, we're

making some major adjustments.

309

It kind of is what it is.

310

And you have this, like, this is

what I see in the enablement world.

311

It's like this fruit basket turnover

where everybody's getting put back in

312

the pot, and then they're going to find

the organization that fits them again.

313

And potentially, you know, person that

was laid off switches jobs with me that

314

was laid off just because of, you know,

better fit and timing of the organization.

315

So I think that that's another thing that,

that is leading to the role being cut.

316

Because at the end of the day, the

highest revenue leaders are going

317

to be the ones that want to make

those high level strategic decisions

318

because they're the ones that are

going to be held responsible for it.

319

Fiona Simpson: Agreed.

320

I like what you said about kind of putting

everybody back in the pot and rethinking

321

where they could be, because I could

also see an organization being really

322

successful if you have an enablement

person that's really focused on sales and

323

there are big changes in the sales arena.

324

What if they worked on CS enablement for

a while or helping the broader sort of

325

training and development organization

for a while or spent some time shadowing

326

product marketing or other Arenas in

the business where it's not necessarily

327

that they're no longer needed.

328

It's just that their

job function can pivot.

329

I think really smart companies

look for ways to do that.

330

Because the last thing you want to

do, especially with somebody who's

331

helped build something, is lose the,

the tribal knowledge, if you will.

332

But if you can think through, What

can we rinse and repeat in another

333

area of the business that has a

little less turmoil and a little less

334

turbulence and then bring this person

back to sales or go to market or

335

revenue org when the time is right?

336

That's the smartest

thing to do in my mind.

337

Leann Leone: And what makes

enablement people successful

338

is their ability to flex.

339

Totally.

340

Most people that are sitting in roles

like this are able to say, okay, I'm going

341

to go focus over here on More technical

enablement or like you said CS enablement.

342

Funny thing you brought that up is

my I went back and forth on this

343

question or this other question

of what if we really put more

344

enablement resources into CS because

That's where the revenue growth is.

345

Everyone understands that.

346

They want the CS org to function

in a more revenue generating way.

347

But are they enabling them and

teaching them how to do that?

348

When you're talking about a significant

shift in the way that somebody operates

349

in their role, and most CS people are

like, well I'm not in sales for a reason.

350

So not only do they have to be taught

how to be revenue focused, they have

351

to be taught how to see themselves.

352

The fact that like, being a

commercially focused CSM does not

353

mean that you're basically an AE.

354

Fiona Simpson: Right.

355

We could have a whole, we should

have a whole other episode about

356

that topic, because I am also very

passionate about that as well.

357

But I think what we're getting to is, When

you have a person in your organization,

358

and let's say they started off in sales

or revenue enablement, when you have that

359

person, and they've put in the work to

find the data, analyze the data, present

360

the data, and prove that they see things

from that perspective, that gives that

361

organization an opportunity to use that

person as like the Swiss Army knife.

362

And we might need the screwdriver

today for the sales team, but

363

tomorrow we might need the switchblade

for marketing or whatever it is.

364

And I think ultimately becoming

a master of the data and how you

365

present it is an advantage for us

as enablement professionals, right?

366

Leann Leone: Yeah.

367

Exactly.

368

But, how do you have a conversation with

someone that says, Hey, we need you to

369

go analyze data and figure out where

you can be more, most impactful, because

370

you're on the list of people to lay off.

371

You know, like, like,

what if I lost the case?

372

Like, what if it was you know,

from the top saying, Hey, we

373

need to have a conversation

because we know you bring value.

374

We know you have a lot of skills

and resources, but we want you to

375

determine where to best utilize

yourself as a department of one.

376

Like those are the shifts

that, that would make.

377

a big, a big change in the outcomes.

378

And I think it just bring

more trust into the function.

379

Like if you as a leader can't quite

put the pieces together, then come,

380

come to your enablement person and

let them state their case with data.

381

Fiona Simpson: I love it.

382

So thinking about maybe the opposite

side of the coin, what happens when the

383

data gets left out or like, tell maybe

if you have an example of where this

384

kind of went awry or somebody misread

the data I think you were telling me

385

a little bit of a story about closed

rates going down and sales leader

386

came up with kind of a weird solution.

387

Leann Leone: Yeah, exactly.

388

And it's not, it's not any fault of.

389

you know, the sales leader, but when,

when you're, all you're hearing is

390

budgets are being cut and your close

rates go down, your first thought

391

is to argue with finance to reduce

cost or allow us to discount more.

392

And so that was the first thought.

393

Fiona Simpson: As an enablement person,

that just makes me laugh because that

394

can be a sales leader's first thought.

395

And I'm like, Do you not have an MBA, bro?

396

Leann Leone: Totally!

397

It's like what, you know, you, you,

but, but, tell me you haven't been a

398

part of a sales leadership conversation

towards the end of the quarter where the

399

sales leader says, okay, what are our

discount strategies for this quarter?

400

How are we going to use the March 31st

deadline in the next two weeks to get

401

everybody to sign with a free month or a

15 month contract for a 12 month price?

402

Like, it's, it's out there,

and, and it's because it is.

403

They're, they're going on emotion

at that point, and I get that.

404

I've been there.

405

When you one step remove yourself

from that emotion, it's so easy

406

to say like, Dude, that is not the

answer because you're never gonna

407

get out of this cycle, and your

predictability is going down the drain.

408

So, it's not, again, it's not anybody's

fault, it's the nature of the way

409

that people operate in these moments.

410

Fiona Simpson: And when you do have

that one step back perspective as

411

the enablement person who's looking

at the data, maybe you can start to

412

figure out what the issue is that

might avoid having to cut costs or

413

go extra crazy on discounting, right?

414

Like, maybe there's something else

in the process that's broken, and

415

if you are looking at the data,

you can put your finger on it.

416

Leann Leone: Correct, because

in that situation, when you're

417

looking at discounting, you

can give it to them for 5, 000.

418

5, 000 And they don't see the

value and they can't justify.

419

Fiona Simpson: And you're

commoditizing your product.

420

Leann Leone: But the time and

the resources that it would take

421

to implement this thing, you can

discount all you want, but again,

422

it's not going to fix the problem.

423

But if you didn't look at movement

through the stage, you wouldn't

424

see that we get a lot of people to

pricing, then a lot of people fall off.

425

But then to your point, those that stay

close fast, And probably close without

426

Fiona Simpson: a discount

because they see the value.

427

Right.

428

So, so I think what we're getting

to here in this scenario, right.

429

Where somebody sees those.

430

dip and close rates.

431

They want to solve for that by reducing

the price where we could hold steady

432

on price, which leads to, you know,

a successful business and profits

433

and EBITDA and all those fun things.

434

And we can find the place in

the data, like you said, right?

435

People are dropping off at the pricing

proposal point and fix that problem.

436

Without having such a big impact

on the bottom line of the business.

437

Right.

438

And that's where we prove

our strategic worth, I think.

439

I love that we're getting to this picture.

440

Leann Leone: Exactly.

441

That's what brings it all full circle.

442

Now, at the end of the day,

might you still have a packaging

443

and product market fit issue?

444

It's possible.

445

Sure.

446

But you would find that out by

recalibrating that metric that makes

447

the most sense and doing testing to see.

448

If that made a difference rather than if

all of this late stage, you know, madness

449

or chaos to just get signatures signed.

450

Like, I think that that's super hard

for enablement person to rinse and

451

repeat because we just started doing

whatever it took in week, week two

452

of the last month of the quarter.

453

And for why?

454

Fiona Simpson: Right.

455

Well, and then it's like, okay, we

hit the end of the quarter, we put

456

out all the fires, maybe half the

buildings burnt down, whatever,

457

start it all over again tomorrow.

458

I love that what we're getting to

here is One, the opportunity to

459

be strategic is constant, right?

460

That doesn't change whether it's

the first day of the quarter

461

of the last day of the quarter.

462

And that it's, to me, as we're unpacking

this, I see it as something that we

463

as enablement professionals need to.

464

Own for ourselves.

465

And ultimately, at the end of the day,

if we can get to this point where we can

466

analyze the data, we can inject ourselves

into the strategic conversations, it

467

means we get to stick around longer, and

we get to do more work, and we get to

468

have a bigger impact on the business.

469

Leann Leone: And we have the successes

that we can take into our next.

470

you know, search or organization.

471

Fiona Simpson: Absolutely.

472

So just to bring us home for a second,

we painted this beautiful picture of

473

what the world of enablement looks like

when we are making data driven decisions.

474

How do you think that impacts The

broader Revenue Org, the broader Go

475

To Market Org, the broader company as

a whole living in this perfect world

476

where we have data driven enablement

teams that are focused, they're getting

477

ahead of those lagging indicators.

478

What does that do to the bottom line

or the ultimate success of the company?

479

Leann Leone: You should see an

increase in revenue per employee

480

because the point of enablement is

to maximize the revenue per employee.

481

So whether that means you need less SDRs

to set the same amount of meetings or

482

less AEs to hit quota or higher quota

with the same AEs, but that's where like

483

we, we're often also process oriented.

484

So if we're given the ability to

recalibrate processes and make things

485

more efficient, then we're, we're, we're

dialing down the cost per employee and

486

we're increasing the revenue per employee.

487

So yes, we can look at all of these

like salesy metrics, but if you

488

took this concept to the entire

organization, you could say, hey, you

489

know, your bonus is based on if you

can increase revenue per employee by 5.

490

Fiona Simpson: I think there's so many

smart ways to motivate enablement team

491

members to follow the money, right?

492

And to do things like increase revenue per

employee, increase transaction averages,

493

whatever it might be time to first deal.

494

If they're focused on onboarding,

like there are so many dollar based

495

and revenue based things that we

can attach enablement success to.

496

And a lot of companies don't even bother.

497

And I'm like, Pay me more if I'm doing

a good job and don't pay me the money

498

if I'm not doing a good job, right?

499

Yeah, it could go both ways.

500

All right, Leanne, well,

this has been great.

501

I think this really dug into not just

a conversation about data and numbers

502

and like the nitty gritty part, but what

that impact has on the business as a

503

whole from an enablement perspective.

504

So thank you so much for bringing

this question to the table.

505

Before we head out, I always love

to You know, double down on the

506

theme of enablement amplified

and ask you two quick questions,

507

starting with how can we amplify you?

508

What are you up to?

509

What's going on in your world that we as

an enablement community can help out with?

510

Leann Leone: Yeah, I mean,

first is just connections.

511

I would love to build connections.

512

I am actively looking for my

next role in, you know, revenue

513

sales, go to market enablement.

514

So would love to connect with anyone that

has connections to that type of role.

515

Fiona Simpson: And I'll be sure

to link, link your LinkedIn in the

516

show notes so people can follow

you, connect with you there.

517

Yes.

518

And then piece two, I always like

to pay it forward a little bit.

519

So anybody come to top of mind as

someone else you want to amplify out

520

there in LinkedIn land in the go to

market space, wherever that might be.

521

Do you have anyone in mind?

522

Okay, I can cut that part.

523

I don't just like no one, but

524

Leann Leone: I also think that, like,

how I would answer that question is

525

not with any one particular person,

but just that we all know that our a

526

lot of our roles have been affected.

527

And so when we see a role that maybe

we are a little bit more qualified

528

for or less qualified for, you know,

you have your people like Stephanie

529

White, who are very experienced

and built in leading large teams.

530

And so me that hasn't done

that can connect her with that.

531

Or if there's someone that's looking

for more of a specialist, maybe

532

it's just an instructional designer.

533

If we all challenge ourselves

to get to know our peers.

534

then maybe that fruit basket turnover

approach recalibrates itself in

535

a way that more people are put

into the right roles for them.

536

Fiona Simpson: I, I absolutely love that.

537

I think we can do a lot to amplify

ourselves as a collective, as, as

538

a group of professionals that are

all in the same boat, to be honest.

539

So maybe that's the

challenge for everyone.

540

If you're out there in the market

right now looking for jobs and you

541

come across something that's not a

good fit, Go through your brain, go

542

through your Rolodex, not that people

really have one anymore, but find

543

someone you can pass that along to or

post it in one of the Slack groups.

544

Hey, I came across this role.

545

I don't know if anybody's a good fit,

but I'm putting it out there because

546

the rising tide raises all the ships.

547

Right.

548

I wasn't going to do this, but I am going

to do this because we're talking about it.

549

Something very exciting

is coming down the pike.

550

Leanne and I have had a chance to

talk about it just a little bit,

551

but one comment that you made is,

you know, connecting one on one more

552

with people in the enablement space.

553

And I'm not going to go into all the

details, but Leanne and a couple other

554

people have agreed to come on a little

journey in the enablement community.

555

So stay tuned for a lot of cool

stuff specifically around connecting

556

one to one with other folks.

557

In enablement.

558

I don't know, should we say more

than that lean, or should we keep it

559

in mystery for another week or two?

560

Leann Leone: It's up to you.

561

I don't know how close you are to launch.

562

I'm, I'm a big fan of generating

excitement and curiosity before

563

like laying it out there.

564

So yeah, that's probably good.

565

Fiona Simpson: Well, I'll say this,

folks can follow the Enable and

566

Amplified podcast page on LinkedIn

for a lot of exciting stuff soon to

567

come, and we'll leave it at that.

568

Keep people questioning and

in the dark a little bit.

569

Well, Leanne, thank you so much

for joining the podcast today.

570

I have had such a good time

talking about data, which is not

571

a sentence I ever thought I would

572

say.

573

Leann Leone: Well, that's

what makes us nerds.

574

Fiona Simpson: Absolutely.

575

And I think everybody in

enablement is a little bit of a

576

nerd in some way, shape, or form.

577

I agree.

578

Thank you so much for being here.

579

It's a pleasure.

580

And I'm just happy to

have you on the show.

581

Yeah.

582

Thanks so much for having me.

583

It was great chatting with you, Fiona.