Learn from Tamir Sigal, CMO at Trintech, about why time is the most valuable currency and how to cut through the noise with personalization.
This episode of Pipeline Visionaries features an interview with Tamir Sigal, the CMO of Trintech, a company that helps finance and accounting teams simplify and automate the entire financial close process, from reconciliations to reporting. Tamir explans his marketing philosophy of focusing on the customer journey, driving alignment across the organization, and evolving tactics around personalization, in-person experiences, and AI. He also reflects on rebranding challenges, innovative campaigns, and why he encourages his team to experiment—even if it means making mistakes along the way.
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Key Takeaways:
Episode Timestamps:
(04:00) The Trust Tree: Why time is the most valuable currency
(10:44) The Playbook: Top uncuttable tactics—personalization, events, and AI
(29:06) Dust Up: Rebranding a 100-year-old company against the odds
(31:15) Quick Hits: Tamir’s quick hits
Sponsor:
Pipeline Visionaries is brought to you by Qualified.com. Qualified helps you turn your website into a pipeline generation machine with PipelineAI. Engage and convert your most valuable website visitors with live chat, chatbots, meeting scheduling, intent data, and Piper, your AI SDR. Visit https://www.qualified.com to learn more.
Links:
Connect with Ian on LinkedIn: https://www.linkedin.com/in/ianfaison
Connect with Tamir on LinkedIn:https://www.linkedin.com/in/tamirsigal/
Learn more about Trintech: https://www.trintech.com
Learn more about Caspian Studios: https://www.caspianstudios.com
[00:00:00] Ian: Every single marketer and every single brand should be attempting to earn a disproportionate share of conversation.
[00:00:11] Tamir: If you work for an organization where they say, bring us a chart that goes up into the right, you have a challenge.
[00:00:18] Mash up: Half the money I spend on advertising is wasted. The trouble is, I dunno, which half.
I am here to inspire you, to excite you, to motivate you, to transform you, to energize you.
Welcome to Pipeline Visionaries. In today's episode, we have an interview with Tamir Sigal, the CMO of Trintech, A company that helps finance and accounting teams simplify and automate the entire financial close process. Tamir dives into his marketing philosophy. He talks about driving alignment across the organization as a CMO and evolving tactics around personalization.
He also reflects on rebranding challenges, innovative campaigns throughout his career, [00:01:00] and how he encourages his team to experiment, even if it means making mistakes along the way. Let's get into the episode.
[00:01:08] Ian: Welcome to Pipeline Visionaries. I'm Ian Faison, CEO of Caspian Studios, and today I'm joined by a special guest.
Tamir, how are you? I'm doing very well, Ian and yourself. Oh. Excited to have you on the show. Um, excited to talk Trintech, your background, marketing and everything in between. And today's show is always brought, brought to you by our friends at Qualified dot com and Piper, your Ai SDR. You can go to Qualified dot com to go check out Piper.
Everybody loves Piper. Uh, the best AI SDR there ever was, never will be. Go to Qualified dot com. First question, Tamir, what was your first job in marketing?
[00:01:40] Tamir: Yeah, so fresh job, right outta college was, uh, joined a software company and was mostly in event, um, management, event marketing, primarily doing trade shows.
So fresh outta college, I had the opportunity to go around the country, setting up the trade show booths and making sure all the sales people showed up and [00:02:00] making sure the messaging is aligned and did that for a good one year in terms of just understanding what it meant to manage projects, manage budgets.
More importantly is how do you communicate your value prop to your audience, especially in a crowded expo hall. So that was my first role outta college. It was exciting because it introduced me to what marketing was, and this was way back in the late nineties, so kind of revealing my age. It was an exciting time to be in marketing because it was kind of the transition from that expo in-person type of events to the digital world.
[00:02:36] Ian: And flash forward to today, tell us what it means to be a CMO at Trintech.
[00:02:40] Tamir: Yeah, so being a CMO at trintech, um, it changes every day, almost every hour. There's, you know, in the morning I'm talking to our customers, uh, later in the, in the, in the day, I'm talking to partners, talking to our boards, talking to employees.
So it, it varies. And, you know, life at Trintech is, is just amazing when you [00:03:00] hear what our customers are. Getting from our solution, one of our philosophies and why we exist is this concept of time. Ian, if you look at the most valuable currency in the world, it's really time and the time that we are spending today on our podcast, we'll just never get back.
So, and the time, obviously the audience is listening, they'll never get back. So time is the most precious, uh, currency we have in the world. Trintech is focused on giving the finance and accounting teams time back so they could focus on more of the strategic items, uh, in terms of either data, ice insights, or strategic decision making, or, you know, for professional growth and for, um, you know, their life passions, whether it's family, whether it's.
Uh, learning a new instrument or traveling or cooking. So we focus on getting the manual grunt work and being a CMO, it's exciting 'cause you hear about the outcomes our customers are getting from using our, our solution. [00:04:00]
[00:04:00] Ian: Amazing. Let's get to our first segment, the trust tree, where you go and feel honest and trusted and should this deepest, darkest pipeline secrets.
Uh, tell us more about what, uh, Trintech's, uh, product suite does.
[00:04:10] Tamir: Yeah. So our products are intended to help the finance accounting teams to shorten the cycle for financial close. No matter what the company size, they have to close their, their books, um, every month, every quarter. And for some companies it's every day, right?
If you look at the financial companies or the retail companies where every day they have to reconcile their financial books. So what Trintech does is we provide the solution to be able to. Shorten that, take out the manual grunt work and automate that from the entire life cycle. So our software focuses on making sure that the financial data that the CFO and the executive team is looking at is accurate.
It's up to date, and it's trusted that they could actually trust and make decisions based on that financial data, whether it's presenting it to [00:05:00] their board, their investors, presenting it to the market, or making decisions to where to invest or divest.
[00:05:07] Ian: Amazing. Who are your customer? Who is your customer base?
[00:05:10] Tamir: Yeah, so at Trintech we have a very different approach than our competitors. So we have a couple of different solutions and uh, our philosophy is one size does not fit all. So it's not like we have one product that addresses everyone in the market. We have several tailored versions of our, of our, of our platform.
We have customers that range from the, the largest banks, financial institutions in retail, so anywhere from like the Bank of Americas to all the way down to the credit unions. And then we also have a global footprint. So we have offices around the globe in, in Europe, across Asia. And our customers include, um, world known brands that you rely on as well as smaller organizations.
And what makes us unique is that everyone has to close their, their financial statements and their financial books. But a smaller company, a company with 50 to a hundred [00:06:00] employees have much very, you know, different needs than, uh, company that has a hundred thousand employees. So we are able to tailor our solution based on the company's profile, whether they are a global company, a local company, or they have specific industry needs.
[00:06:17] Ian: Amazing. And yeah. What's the buying committee look like?
[00:06:21] Tamir: Yeah, so the buying committee ranges, it's absolutely has evolved. So the traditional buyer and the persona that we talk to are the controllers or the VP of finance, VP of accounting. Typically it's the teams that are responsible for closing their financial books every, every month or every quarter lately.
There's it involved, right? In terms of just making sure from an IT perspective that we are aligned with the IT governance and, uh, IT roadmap, especially when it comes to ai, which I'm sure we'll talk about later in the podcast. And then another interesting title that that definitely has come up is like.
[00:07:00] VP of digital transformation or VP of of, um, digital strategy, right? In terms of individuals and functions that are focused and compensated and measured in terms of transformation and change management. One of the things we provide is, uh, is a true change management of how people have been doing certain process and, and getting the manual gru work out, and again, giving back time.
So, uh, finance, accounting teams could focus on being more strategic or other, um, projects.
[00:07:35] Ian: If you could sum up your marketing strategy in a minute, what, what would it be?
[00:07:39] Tamir: It's really focusing on the customer, and that's one of the things I learned early on in my career is that, um, anytime you really focus on the customer, everything else will follow.
So from a marketing strategy, it's essentially following and, and focusing on the customer. In terms of their journey map of how they evaluate and select solutions, how they use [00:08:00] the solutions, understanding where our customers are at, whether it's in events or online digitally. So what I tell the team is if you focus on the customer in terms of their buying process, in terms of their persona, in terms of what's keeping them up at night.
In terms of turning every customer into a hero or to an advocate, right? Uh, creating case studies. So like for example, last year we created over 40 or 45 case studies. Again, turning every customer into an advocate so they could tell the story in terms of the business outcomes they're getting from, from Trintech.
So the strategy in, in one minute or three seconds is really focusing on the customer.
[00:08:41] Ian: Love that. And we'll, we'll dig, dig a lot more into that here, uh, later. And then how big is your, uh, marketing team and how do you structure your org?
[00:08:49] Tamir: Yeah, so the marketing team today is about 35 and growing. We just had two new starters, uh, this week.
Uh, and in terms of organization structure, organization design, [00:09:00] one of the key principles I have is making sure that. We are grouping expertise together and that you have proper governance and checks and balances in the organization. So, you know, 10, 15 years ago, Ian, right, was very common and almost like a positive to be kind of a jack of all trades.
Marketing has evolved so much in terms of. Using data in terms of being creative, in terms of doing research, in terms of bringing digital, um, expertise in-house. So the way I structured the Trintech organization is making sure you're grouping functions. Together so you can scale, but also making sure that you are, um, putting projects in initiatives that teams are, have to work together.
So the team is structured very simply, is we have a product team. They're focused in terms of the product offering, in terms of the outcomes, the benefits, the personas, um, the competitive landscape, the go-to market motions. Team focused on the corporate marketing in terms of the [00:10:00] brand, really driving kind of the, the brand platform of who we are as an organization in terms of the content, in terms of the awareness and the, and the external communications.
I have a demand gen team. They're focused on generating top of the funnel demand, but also helping the sales and partner teams accelerate and progress, uh, opportunities are in funnel. And then the third, uh, and the fourth group, sorry, is the marketing operations team. So this is. Um, the, the team that's focused on the experience that our employees have, the marketing team as well as our customers.
So anywhere from our tech stack, our processes, the data governance, they make sure everyone is working together through, through systems and the experiences is amazing.
[00:10:43] Ian: Awesome. Alright, let's get to our next, next segment, the playbook.
[00:10:47] Mash up: This is what's great about sports. This is what the greatest thing about sports is.
You play to win the game. Hello? You play to win the game
[00:10:57] Ian: where you open up your playbook and talk about the tactics that help you [00:11:00] win. Um, what are your top three channels or tactics that are your un cuttable budget items?
[00:11:05] Tamir: I wouldn't necessarily call 'em channels, I'll call them maybe strategies or tactics.
Um, I think that's probably, uh, more appropriate. So first one is, um, tied to personalization and making sure that the message resonates. As we both know, right? We just get so much information into, into our lives, right? Whether it's through email, social media, our devices, et cetera, uh, and how do you differentiate?
How do you cut through the noise? So one of our tactics is making sure that we're personalizing the message to the right audience. One of my pet peeves is saying the right message at the right time, at the right channel, right? That's like so, uh, cliche to say, uh, but it's, it's at the heart of what we want to do, Ian is making sure that the message is, is personalized to, uh, the industry, to the persona that we're going to and to the topic.
Second tactic is, is, is really. Creating, um, [00:12:00] high quality in-person events. You know, one thing COVID taught us is that things can be done remotely very easily. But the other thing COVID has taught us is the value of that personal connection and that human connection of shaking hands, enjoying a cup of coffee together or a meal together, and, and, and nothing could, could really replace that inhuman, um, experience.
So really that, that inhuman, uh, that. Human or the, the in person, I should say, uh, interaction, whether it's at a trade show, at industry conference, at our user conference that we bought back last year. Uh, making sure that they're high quality and, and people can, can, can connect. And then the third is just from, um, uh.
Uh, a customer advocacy and turning every customer into a hero. Our message and our brand gets amplified when our customers are telling the story. So how do we empower each customer to tell the story? Uh, so using kind of those three tactics is something that I continue putting more [00:13:00] budget towards. Um, and then, and then, and then wrapping that around in terms of, uh, working with our partners.
So one of Trintech's. Value. And what makes us different is our partner ecosystem. Um, one of the things that our customers have said over and over is that they can't do it alone. That they rely on partners to help them in terms of their transformation, in terms of the deployment, in terms of the selection, in terms of the maturity, going from the maturity in terms of ai.
So working with our partners, so looking at our partners for that personalization message. Working with our partners in terms of making events much better and more fulfilling. And then obviously, uh, from a customer advocacy, you know, helping our customers tell the story through their lens, but also with the partners.
[00:13:44] Ian: Yeah, I love that. And the partner piece makes a lot more sort of a complex. What ways are you telling those stories? Like what formats, what styles, what lengths?
[00:13:57] Tamir: Yeah, it mixes. So we, we start off with a customer [00:14:00] interview, so we wanna understand how the customer is using our solution. We wanna make sure that they are recognizing the outcomes and the value that they've, um, have thought about or that they've put on paper to, uh, for the business case to deploy TRINTECH solutions.
Once we have the in, once we have that interview and the content. We typically do a video interview, uh, we'll translate that into a case study, into a printable case study. And what we'll do then do is extract certain pieces of content and place that onto different channels onto social media, like LinkedIn, uh, Facebook, not so much Facebook, but also like Facebook on our website.
And if our customers are willing, they, they stand up, I'd go to conferences. So for example, we have an upcoming event, uh, where we're doing a co presentational key back. In terms of how they're using Trintech with workday. So, uh, it varies depending on the customer's comfort level. Um, and also depends in [00:15:00] terms of what the campaign of the month is, right?
So we, we try to be aligned with, uh, themes doesn't always work, but we, our goal is to have themes. And depending on the themes, we'll take, um, different quotes, we'll put the quotes to, to support the theme or to support a specific value prop that we want to communicate to the market.
[00:15:20] Ian: Amazing. What about your, your most cuttable budget item or something that's not working or fading away?
[00:15:26] Tamir: So with Snap, what's fading away? I, I would look at overloading with the marketing technology. Stack, right. So today, um, yeah, a lot of marketing technology stacks are being consolidated. Some categories that historically were very separate are now joining, which makes sense in terms of the user experience and and productivity.
So we're looking at our MarTech stack and seeing where there's overlap because there's a lot of overlap, making sure that we're also. Leveraging everything that the offering, um, gives us, right? Making sure that we go back to the business [00:16:00] case and going back to what we said we were gonna deploy. And if we're only using 40% of the functionality, then is it really worth spending the x amount of of dollars?
So that's probably one area that just being very, um, diligent, um, and disciplined in terms of where we're spending the impact on ai, which I'm sure we'll get to, right. Um, is definitely changing in terms of how we deploy. Technologies. So that's an area that I don't wanna say is fading away. It's just really changing and it's important for, for us and for me, right, to making sure that we're staying ahead of the turf.
[00:16:33] Ian: Very
[00:16:33] Tamir: cool.
[00:16:33] Ian: Do you have a favorite campaign that
[00:16:35] Tamir: you ran? So, probably my favorite campaign in my career was this concept going back probably. 10 years ago, maybe even more, maybe 11 years ago, uh, I was working for a company where we were trying to create a new category, uh, around information governance. And it was a new category that just didn't exist.
And we were at, um, at a conference and at a bar, just kind of [00:17:00] just talking about the day. And I remember seeing a billboard going into, it was actually in New York City. I remember seeing a billboard right when you go into the Lincoln Tunnel that said. Uh, home Depot's official sponsor Father's Day, and I'm thinking to myself, how is Home Depot the official sponsor?
Father's Day, right? Father's Day is like a Hallmark holiday or it's a holiday that's just there and you have Home Depot. That's the official sponsor of, of Father's Day. So it, it kind of triggered this idea of. Why can't we as a company, be the official sponsor of this concept called information governance?
It's a new category, something brand new. So it was really created as a joke at a bar and it became real, and it became so real, Ian, that like two years later. We had like 15 or 20 different competitors start talking about it. It became so real. It became an entry into Wikipedia. It became so real that if you go to check GPT or any AI tool and say, what is global information governance that you'll see data.
So, so it's just like this campaign that really started as like, not as a joke, [00:18:00] but as like, hey, we could be the official sponsor too, um, to becoming like this real thing. So, you know, in my career that's probably, uh, the campaign that makes me smile. Uh, to this day, by the way. I love that. That's awesome.
You'll still see posts on LinkedIn and Twitter about, Hey, happy, uh, global Information Governance Day. I think it's like the second or third Thursday of E of every February. It's almost like a Thanksgiving, right? Every third Thursday, it's uh, a February. It's Global Information Governance Day. It is still exists, and this is going back like 12 years ago.
[00:18:32] Ian: Yeah,
[00:18:32] Tamir: I gotta check this out.
[00:18:34] Ian: That's so funny. Hey, it's on Wikipedia and it's even got your name there. Yeah. It became real, one of the founders.
[00:18:41] Tamir: It, it, it really became real like, uh, and it was again, the first year was kind of okay, like the second year, like the, the real flag and thing was when our competitors were, were saying it and joining and it just became this thing of, yeah, let's celebrate global information governance day.
Again, it, it just started as [00:19:00] a, as an idea at a bar and it was pretty cool.
[00:19:03] Ian: Very cool. How do you think about like doing experiments and spending money and, uh, on new stuff?
[00:19:09] Tamir: I love it. Um, so I always instruct a team to put budget assigned in terms of doing something new. Uh, one of my philosophies on my whiteboard for many years.
Is make a new mistake today, encouraging the team to make mistakes. And Ian, I take it to, uh, to, to, to a crazy level is that every year marketing has a mistake of the year contest where people submit their biggest mistake.
[00:19:35] Ian: Oh my gosh. And then,
[00:19:36] Tamir: and then we all vote of who made the biggest mistake. And that person wins usually like 250, $300.
So I started this about a decade ago, and, and the team loves it because they, they celebrate their mistakes. Typically the mistakes are campaigns, right? In terms of, we ran this campaign, we thought it'll be a great idea. We thought of this messaging that was something that's unique or provocative or disruptive, and it [00:20:00] completely fell short.
So people are celebrating their mistakes and then at the end, we all, we all vote for who made the biggest mistake. And that person usually wins like an iPad or you know, something that's material. Right. Something that's material.
[00:20:12] Ian: That's so fun. Can you share any of the mistakes that were made? Yeah,
[00:20:16] Tamir: I'll take one from a previous company to protect the guilty or protect the innocent.
One of the, uh, biggest mistakes that my previous company did is. We did a full campaign to go after the compliance officer, 'cause we thought the compliance officer was a persona that was like gonna be like really key in the buying process. And we spent probably a good amount of money going to a couple of compliance events, realizing that the compliance officer has zero budget.
Has zero authority to purchase any software is that even is like maybe part of the process, but not really part of the process. And it was just a total failure. Right? So that was, uh, that was a good mistake. And that person won, uh, won an iPad.
[00:20:59] Ian: I love it. [00:21:00] Yeah. So wait, what's the slogan again?
[00:21:02] Tamir: Make a new mistake today.
[00:21:04] Ian: Make a new mistake today. I love it.
[00:21:06] Tamir: Just as long as it's a new mistake, right? Just as long as it's a new mistake because you have to take the mistake, uh, and learn from that.
[00:21:12] Ian: But yeah, that's a slogan. I love it. That's great. That's so good. Who votes do you, is it just you, do you make the ultimate decision or is this group voted on?
[00:21:22] Tamir: It's group voted real time. We use, uh, uh, a survey tool. Everyone votes to get a link and they vote.
[00:21:30] Ian: That's so awesome. That's great. I love that. What a, what a great cultural, uh, you know, little idiosyncrasy and a, and a fun way to, to get, uh. Experiments out there. Okay. So then what are your, um, what are your good experiments?
What are things that people have done that that worked?
[00:21:47] Tamir: Yeah, so a couple things that worked recently. One of them is, um, um, shipping iPads to two iPads, um, to two different personas, um, in the [00:22:00] customer and giving each, giving a password and that they have to find the other person to get a password to unlock the iPad.
Um, that has worked, right? Because our, our, our job is we want, you know, we want to connect, make, uh, internal connections with various departments. So that has worked pretty well, generated opportunities and generated interest, et cetera. Another campaign I've worked at, at, at three different companies, and I love this campaign.
Um, I hope our competitors are not listening to this, but it's, um, it's uh, getting a remote control helicopter, taking the remote control out. And then some sending the helicopter via FedEx or UPS, um, and just telling them if to take a meeting, we'll give you the, the, the, the controller to take off or to, you know, to fly above the, the, you know, your competition that has worked also very well was a very personalized letter to the executive.
It got people's attention. The fact that you're sending it via FedEx or UPS almost guarantees that the person will get it. [00:23:00] So that's been also a pretty good campaign. And then just. The idea of, um, giving time back and double downing on that message in terms of if you use trintech, here's how many hours you could save, or how many days It's typically days.
And this is something we try to capture as much as possible in our case studies is, you know, going from a 10 day, uh, financial close to a five day financial close, and we have customers that have literally cut their, their days off. So being very. Prescriptive in terms of the value and the business outcome that our customers, uh, should expect when they deploy trintech.
And sometimes it's just real like outcomes and just explaining the, the, the value prop to, to the customers. I know it sounds simple, Ian, but, but once you start putting very precise days or or time, especially when it's connected to your purpose, it works, really does work.
[00:23:56] Ian: Yeah, I like that. So. Do you ever get any pushback for [00:24:00] the, like, you know, sending the complex thing that, you know, if they don't take the meeting or is, is it, or just generally people think it's fun and cute?
[00:24:09] Tamir: Uh, we did get some pushback. Um, some customers did send us send it back, um, but, um. That's the minority. I'd rather take that, that that hit and, and some nasty grams of we're filling, you know, uh, the garbage landmine and, and such. I'd rather take that than, than that. So, but the benefit outweighs the, um, the hit.
[00:24:33] Ian: Yeah. No, and yeah, it's just, just, just an interesting sort of thought there of, you know, when people are afraid to do those things, how much, how much really do people carry? Yeah. And I like the idea of sort of just being simple and. You know, getting the value, value prop across. What about AI tools? What AI tools are you using?
[00:24:54] Tamir: Yeah, so we have several tools that's kind of built into our current stack right now. Uh, but one of the [00:25:00] things we've invested in is the enterprise, uh, version of Chat gt. Uh, we've plugged it into different, um, libraries and sources. We created a marketing GPT. That the marketing team uses, that we are able to quickly create content, et cetera.
We've, uh, put in plugins into like WordPress into our website for translations for, uh, form completion. Uh, we, uh, within our marketing automation system, we, we, we use some AI in terms of, of email creation and in terms of, um, just analysis of of, of campaign results. Kind of just testing different tools, uh, and the idea is to continue innovating.
Uh, one of the things we do is every other Monday, uh, someone on the team has to present on how they're using AI to the rest of the team. It's called, uh, coffee, AI and coffee because at the time difference, it's usually AI lunch. But, uh, but to support our [00:26:00] European colleagues, uh, we do it in the morning.
It's Monday morning and we, we take turns and people get on a teams call and, and share how they're using ai and what, what that has created implicitly is it forced people to come up with new case, new use cases, new ways of using it. They don't want to do something that someone last week presented or two weeks presented.
Oh, lemme just show you how to create a social media blog. Like, like that stuff is like, that's, that's easy. So I'm really challenging the team on how to be creative. And, you know, just to give you an example, last, uh, the last one, right? We, we had a very detailed in terms of how do you create a full email nurture program?
How do you create a list? How do you analyze the results of that nurture program? So really kind of an A to Z of. How do you create like a nurture program using, using ai? And one of the things that I kind of stress to the team in is that it's really important for the human to stay involved and [00:27:00] to making sure that we review sometimes double check anything that's AI created.
So it's an exciting time to be in marketing and, and as you know, the right, the world of AI is moving so fast, um, and I challenge the team, how do we stay ahead of it?
[00:27:14] Ian: Anything we miss? Other, other cool stuff that you're doing or, or whether it's campaigns or budget items or just things that are working?
[00:27:21] Tamir: I want to just stress the user, the user conference and the in person events, right?
When people are willing to travel or spend face time with you, there's a reason, right? They're either learning, they're evaluating, they're considering, right? They're making decisions and, and creating those high quality events is something that I, I don't wanna, um. Either under, under represent them or just undervalue them because it is really critical in terms of building those connections.
[00:27:54] Ian: Yeah, that's great. Anything that you're doing at events to like stand out?[00:28:00]
[00:28:01] Tamir: Nothing specifically to stand out. Um, you know, we do try to do some, some creative giveaways. We do focus on high quality restaurants or venues, I should say high quality venues, right? Our audience, our target audience are finance, uh, professionals and accounting professionals, but sometimes they don't always get to benefit.
Some of the nice venues, so we like to making sure that we do that. The other thing too, we, we do is also like donations to charities. So if you attend right, and there's a specific charity that you associate yourself with, we've done that before a few times in terms of making donations on behalf of, of people as as they come.
So. So it's more of like a do good and they're, and they're able to, to put some money towards a, a charity of their choice. Something unique, right? As opposed to coming in and you're getting like a, like a a hundred dollars pen or, you know, the a, a water bottle, right? It's just like, instead of a [00:29:00] gift, guess what?
You could donate the money towards, uh, towards, um, a charity.
[00:29:05] Ian: Yeah. That's awesome. Alright, let's get to the dust. Uh oh. Here comes Strella.
[00:29:11] Mash up: You may have heard that there was a dust up involving yours, truly. And now we've got a wild scrum with fights breaking out all over the place and it's getting really, because we've got punches and kicks
[00:29:24] Ian: or we talk about healthy tension, whether that's with your board or sales teams, your competitors, or anyone else.
Have you had a memorable dust up in your career? Tamir.
[00:29:31] Tamir: Many. I don't even know where to start. Probably the biggest one in my career was my last company when we tried to rebrand. Not tried. When we did rebrand, the previous company, I worked for a company for eight and a half years as CMO, and there's kind of two different stories, right?
I was working for a subsidiary of a much bigger organization. Mm-hmm. And the much bigger organization allowed the subsidiaries to run with their own p and l, their own brand, their own roadmap, their own sales organization. Infrastructure, et cetera. So very decentralized [00:30:00] organization and I was head of the software division.
I was promoted after four years to, to lead to be the CMO of the, of the bigger organization. One of my missions working with the CEO and executive team is to rebrand the organization. And at the time the organization was called Neopost, a publicly traded company in Europe, about 1.2 billion, uh, 6,000 employees, 450,000 customers, B2B customers.
And Mission was to rebrand Neopost and the desktop in was just up the. Just the pushback, right? Is that, oh, this is a brand, you can't, you can't name it, it's impossible. The amount of people that told me it's impossible, difficult at all levels within the organization. Yeah. Whether it was new employees not, and, and the more people that told me it's impossible, I said, it's actually pretty simple.
Created a project called Project Simple and really brought the, the team together. So really rebranding this a hundred year organization that's [00:31:00] publicly traded, very French histor, you know, very strong history, uh, in, in France and, and, and renaming them. That was, uh, pri the biggest dust up in my career.
One of the biggest.
[00:31:15] Ian: All right, let's get to our final segment. Quick hits. These are quick questions and quick answers. Just like how Qualified dot com helps companies generate pipeline quickly. You can go to Qualified dot com, uh, to learn more how to supercharge your website for inbound conversion and get Piper, your AI.
SDR. Quick hits. Tamira. You ready? Yes. Alright. Number one, do you have a hidden talent or skill that's not on your resume?
[00:31:38] Tamir: Yes. Ignoring the noise. There's a lot of noise and um, I just ignore it
[00:31:44] Ian: like that. Do you have a favorite book, podcast, or TV show that you'd recommend?
[00:31:49] Tamir: If I had to pick one, it'd probably be Jeffrey Moore's book.
It's a little old, but very, very relevant. It's crossing the Chasm. It's, uh, one of my favorite books. I [00:32:00] recommend everyone to read it one of the
[00:32:01] Ian: best. Do you have a favorite non-marketing hobby that indirectly maybe makes you a better marketer?
[00:32:08] Tamir: Yeah, I'm a music fan. Love the band Rush. I know some people hold that against me.
And being a hobby of, or, or, uh, very passionate about music Rush has definitely made me a much better person, better husband, better father, and absolutely a better, uh, leader and marketer without a doubt.
[00:32:26] Ian: Amazing. I love that. That's cool. If you weren't in marketing or business at all, what do you think you'd be doing
[00:32:34] Tamir: Future? Probably probably teaching or coaching. I, I just like to educate, like to coach and like to help others.
[00:32:42] Ian: What's your best advice for a first time CMO?
[00:32:47] Tamir: Focus on alignment. The CMOs job is really to align to organization, the sales team, um, the finance team, right, in terms of the CFO in terms of how much investment and, [00:33:00] uh, the sales team and the partner team.
Alignment. Something that no CEO or no job description will tell you that a CMO needs to do.
[00:33:10] Ian: Tamir, wonderful having you on the show. For our listeners, you can go to trintech.com to learn more. Go, go nudge your finance team, uh, AI financial close software, uh, who doesn't like a good, uh, a good clean, uh, financial close. Tamir, any final thoughts? Anything to, uh, plug.
[00:33:28] Tamir: No, just, uh, wanna thank you Ian for having me.
Uh, it was a pleasure and, uh, looking forward to doing this again.
[00:33:35] Ian: Awesome. Thanks
[00:33:35] Tamir: so
[00:33:35] Ian: much, mark. Appreciate it. Take care. Thank you.
Thanks again to our friends at Qualified. Go to Qualified dot com to learn more.