Episode #67 What is RevOps? Breaking Down This Vague Position & Job Title in Tech ft. Chris Eldridge

In today's episode of Revenue Reimagined, we're joined by Chris Eldridge, EVP Ops at InfluenceLogic.

Chris Eldridge is a RevOps leader with over a decade of experience in helping grow and operate startups. He’s currently the EVP of Operations at InfluenceLogic, an Influencer Marketing Agency running some of the largest Influencer Programs in the world, and a Growth Partner and Investor at Wasabi Ventures, where he helps scale B2B and B2C startups. Eldridge emphasizes the importance of having a solid RevOps foundation during late A to B funding rounds and the need for a RevOps person to be a super-connector with high technical acumen and strong business understanding. The ideal RevOps person should report directly to the CEO for alignment and coordination. Eldridge also touches upon the debate over who should own RevOps within an organization, suggesting that the CEO or a Chief Revenue Officer (CRO) could oversee it. The hosts also discuss the importance of identifying the Ideal Customer Profile (ICP) and utilizing RevOps for capacity planning and technology optimization as a company scales.

During today's show, Chris shares his secrets on:

- who would function best in RevOps

- the role of the CEO and RevOps and how they work together

- what RevOps is and is NOT (hint: we're not here to update a HubSpot flow)

Any founder, entrepreneur, or business leader can steal the lessons Chris shares in this episode and use them for their own success.

Follow Chris - https://www.linkedin.com/in/chriseldridge0/

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Transcript

Adam Jay (00:01.282)
Welcome back to another episode of the Revenue Reimagined podcast. Stoked to have with us today, Chris Eldridge, the EVP of operations at Influence Logic, a friend of the show, someone that we've known for quite a while, that we've wanted to get on the show for quite a while, but Dale forgot and forgot and forgot to send him the email until I finally sent him the email. It's not your time to talk, it's my intro. Until I finally sent him the email and here we are, we are stoked.

Dale Zwizinski (00:21.968)
And then I was late.

Adam Jay (00:29.88)
to dive super deep into rev ops, not just from the lens of a practitioner, but from the lens of an investor as well. Chris, welcome to the show,

Chris Eldridge (00:39.555)
Thanks for having me. It's been a while, long time listener, first time caller, I'm looking forward to this.

Dale Zwizinski (00:46.81)
Chris, thanks for joining. Sorry I was a little bit late. We're having hurricane season around here. One of the things that we like to talk about when we first start off is why did you actually start through RevOps? What makes you excited about RevOps? Why is RevOps so important in general to any type of organization?

Chris Eldridge (01:07.145)
Absolutely. mean, it's a, it was a very strange journey for me. And for most people, think in rev ops, mean, I never really knew what I did going to Thanksgiving or holidays with family that it was always the question. like, what do you do? and my answer was, I don't know. I just show up, I click some keys on a keyboard and that's sort of what I do. but I was always fascinated with operations of the company. I was always fascinated with like then being able to take.

technology and help scale that part of the different parts of the company. And then from there, I started getting invited even, you know, early in my career to boardrooms and important meetings. And I was hearing decisions getting made. And just because I had, I was, you know, very well networked inside these companies. I started realizing that those decisions were impacting different parts of the organization and they had no idea what was coming.

Adam Jay (02:00.728)
Hmm

Chris Eldridge (02:00.797)
so like, I was almost like this undercover ops guy that was like going to like these other departments and saying, this is going to be happening to your department. You should probably start talking to this person. and through that, I realized that was my superpower. my superpower was sort of being that super connector inside the company. but I also was the person that had the technology available to connect them properly. And, it wasn't until someone actually told me, Hey, okay, cool. So you're a rev ops guy.

And I was like, what's rev ops? So I did some research there and I'm looking at them like, my goodness, I finally have something to say at Thanksgiving and Christmas. But now the question is, what is rev ops? And I start to go into that and try to explain it. And it's still a little bit convoluted because there are so many things that rev ops covers. So operations is normally how I get by.

Adam Jay (02:59.288)
So it's interesting because ops and rev ops can be different things and rev ops means different things to different people. And I think whether you are an operator, an investor, a C level person, like rev ops definitely means different things. Where do you think the overlap is? Like where's the overlap in rev ops and investor and rev ops as an operator?

Chris Eldridge (03:29.113)
I mean, I think they do go hand in hand. There is that overlap that you see is really just how organized is your organization? How well do they communicate? How far apart are the silos? And when you're an operator, like a C -level executive, you're looking for people to be experts in certain areas. when you're just starting off as a startup, you hire people that are specialists in these individual areas.

Adam Jay (03:42.178)
Mm.

Chris Eldridge (03:58.571)
And then they start to grow their departments out. now have, you know, sales, they now have a bunch of different salespeople and then they need help coordinating that department. They hire a sales ops person. and then you have customer success and they get customer success, you know, folks, and then they hire a CS ops person. so when you're early on in an organization, that's fine. that's fine. And you need that, but at some point in time, it needs to come together and rev ops sort of puts the glue because you're building these silos. And the longer you wait, the farther.

And then from an investor standpoint, you know, we are looking for growth. So going off and moving fast and breaking things in those silos is okay up to a certain point. And if I'm looking at the, the C level executive from an investor standpoint, at that early stage, I just want them to be aware and know that this is happening and that silos are forming. And at some point they are not going to be able to scale unless those silos are broken down.

and the people that do that are rev ops people. And you might actually take some of those ops people from the different departments and create a rev ops department, which is fine because then you have a share of knowledge between them. But there is a certain point and I would say typically it's around, know, rounds are fluid now, but let's it's between A and B late a, you know, B round of funding that you really should have a solid rev ops foundation in place because that's

the point in time that you're looking for your company to scale big time. You're getting an influx of money. You're going to hire a ton of salespeople. And that process, that revenue engine that you've now built needs to be in a solid place or things will break down the road.

Adam Jay (05:42.944)
Is that too late? Sorry, Dale.

Dale Zwizinski (05:42.981)
And is it actually? Yeah, yeah, I'm just gonna say the same thing. Like it seems like it needs even earlier now.

Chris Eldridge (05:50.327)
I would, I would agree. I, I would say like by B you have to be like a perfectionist to the point that, you know, you can just go ahead and start like inputting someone into the engine. It's just going to work. you know, I remember being at some early startups where new people were coming through the elevator every single day. And I had no idea if they were the delivery person from FedEx or if they were a new person joining a, one of the departments. And we got so good at having a revenue engine that we can put anyone into,

Adam Jay (06:01.624)
Mm.

Chris Eldridge (06:19.705)
you know, that we were able to scale that quickly. And we, at that point, we went from like 30 employees to 101 year. it was fantastic. So when you get to, you should be starting a lot earlier. And really when you're going to, you're going to start figuring that out is when, you start to realize that you're leaving money on the table because you're being so inefficient. And when you're leaving money on the table, it forces you to try to say like, okay, what's the problem? And you're probably going to find one person.

That is that super connector in your company. And that person is going to be your lifeline on the rev op side. and then then it's up to the C suite to really invest in it.

Dale Zwizinski (06:57.992)
So let's double click on it for a second. So you said it's really hard to define rev ops. So give us a 30 second pitch on your ideal profile for a rev ops person.

Chris Eldridge (07:11.649)
Ideal profile for rev ops person. Well, you're looking at him right now, Dale. no, it's, I would say that the ideal person for rev ops is they have to be a super connector. So they have to be someone that is really good at bridging relationships. you also have to be someone that has, I believe a high, you know, technical acumen that they understand technology enough that in how the data flows in an organization that you can have those,

Adam Jay (07:12.002)
Ooh, good one.

Chris Eldridge (07:41.069)
those conversations with not only the end users, but the C -suite as well as your engineering and data teams. So that technical piece is important. You don't have to be able to code, but you need to be able to understand it enough. I think the other thing that's really important to these people is a strong understanding of the business and their objectives, because you're gonna start hearing problems all day long from people of like, this doesn't work, I need it fixed now.

This doesn't work. I need it fixed. And you have to be smart enough to understand if this is truly going to increase the value of the company or help the company achieve its goals and, or if it should be tabled for a little while. there are many goals that I hear every single day that are incredibly righteous and we should be doing them. It's just not the right time. And being a rebops person, good rebops person, you understand the business from every angle, so that you can make the right decision for the company.

Adam Jay (08:30.274)
Hmm.

Adam Jay (08:41.559)
Who should rev ops report to?

See? A very short, easy question.

Chris Eldridge (08:50.457)
the CEO.

Dale Zwizinski (08:52.871)
Why?

Chris Eldridge (08:54.359)
Why? Because they're the ones that are normally setting the direction of the company. it's the rev ops, you whoever your head of rev ops, it's their job to make sure that, that it's aligned. You also have like, you'll have your CTO, your CFO and all of them. And they sometimes don't even know the initiatives between them. The CEO will give a directive to the sales org or to the engineering org or any of the orgs, CS, whatever they might be. And if they are sometimes not that connected. So.

that rev ops person, whoever that is, should be at that same level and being able to help coordinate all of that.

Dale Zwizinski (09:30.162)
Do we think the CEO needs to get in for the detail level of rev ops? I'm curious because CEO has a lot of other things to do besides revenue. From a rev ops perspective, it, I'm playing devil's advocate here, should it roll up to a CRO who's responsible for revenue across the organization or still to that CEO?

Chris Eldridge (09:40.473)
Yep.

Chris Eldridge (09:54.541)
I think it could, and I think it depends on the level of the organization. Most companies don't hire a CRO until a little bit further on. Again, you can sort of sit here and say, well, it should be actually earlier, but the likelihood of them doing that is fairly slim. So I do think that, yeah, it's a good question. It's a great question. What are your thoughts on that?

Dale Zwizinski (10:21.126)
Yeah, it was, funny. We just had, we just did a hot take on this with, with Molly and Mallory. And, I always think it goes to the CRO just because I think the CEO has so many other things that they need to really get done. If the CRO really owns revenue from marketing to sales to customer success, then they need all the data points to roll into the CEO and make the decisions across those, organizations. and I think from,

from a connector standpoint, if it's really rev ops. Once again, rev ops is tricky, right? Because you have sales ops that are now rev ops, or you have marketing ops that now are rev ops, and that's not really rev ops. So then you get stuck in the place.

Adam Jay (11:04.04)
I was just going to say marketing ops and sales ops and CS ops are not rev ops. They're siloed functions. And this is, I think, part of what contributed to this growth at all costs bullshit that we all went through where you had this Mar ops person who was like so focused on getting marketo the way it needs to be and getting your leads where they need to be. And sales ops is trying to get Salesforce and get the opportunity object looking pretty. By the way, it's not a sales ops person. What you really have is a Salesforce administrator, but I digress.

Dale Zwizinski (11:09.384)
100 %

Dale Zwizinski (11:31.591)
Ha ha ha.

Adam Jay (11:32.992)
And then you have CS ops, which isn't really CS ops. You have like a gain site administrator and you don't have someone looking at for lack of better terms. And we talk about this a lot. The entire customer journey and how to operationalize that to align with the buyer's journey and maximize.

Chris Eldridge (11:53.047)
And being able to have someone that overlooks that is incredibly important. when I, guess, you know, reporting the CEO is one thing and having sort of directives. If you have someone that's really good in this, in this role, you're also finding someone that can soak everything up like a sponge and not need much input that they know the, they know the organization. I mean, the reality is the rev ops person that you have and being a really good rev ops person means you probably know more about how the company runs than the CEO.

If you ask the CEO to do any type of individual task in there, nine times out of 10, they probably don't know how. And that's not perfect. They should not. They should not know that. They should not know. They should have a general understanding of like, this is our sales process, but they shouldn't know like how to create a deal in the pipeline or how to move it or whatever it is. They should know how to get some baseline reports that are important to them, but they shouldn't know how to do the individual reports for an individual person.

Adam Jay (12:28.312)
Should they? Okay.

Dale Zwizinski (12:30.514)
Right.

Chris Eldridge (12:49.549)
So that rev ops person knows more. So when they're starting to sit in these meetings and seeing these decisions being made, like wheels are turning. be in these, like my notebook is a bunch of chicken scratch. And it's just like, yep, this is going to impact this, this, this, this, and this. And I lead these meetings and I'm like, I set up Zooms with every single head of those departments to say, this is coming and you need to know. And this is what I'm going to do to try to solve this for you. reporting to the CEO.

Adam Jay (13:11.32)
Mm.

Chris Eldridge (13:20.215)
I think it works for a time period and then you're probably right, it could go to a CRO, but a CRO comes down the line.

Dale Zwizinski (13:28.188)
Yeah, and it's funny, right? So some of the answers were CFO, somebody answers were CRO, somebody answers were CEO. Shut up, Siri. Siri, shut up. I can't even find it. Siri shut up.

Chris Eldridge (13:41.037)
Ha

Adam Jay (13:42.306)
I mean, I don't know what's going on in your house, man.

Chris Eldridge (13:49.283)
There's a hurricane coming.

Adam Jay (13:52.046)
Stand back from your windows, Dale.

Chris Eldridge (13:54.029)
Do it.

Dale Zwizinski (13:55.961)
Okay. Okay. So, so it was just, let's, let's cut and like, we'll go through it. What we've heard is on that show, they talked about the CFO reporting in the CFO. They talked about reporting into the CRO. They talked about like, does it sit in operations? Which seems a little bit outside of like revenue. And I do think like the CEO, maybe it's a dotted line because maybe they need certain data points that

they don't need all the time, but they need for board meetings and they need for understanding how like, not necessarily down to the conversion rate of a lead, but what's our close rate at a macro level so that we can say to the board, look at we have 25 % close rates, our NRR is at 110%. Like they need those macro things, but they don't need to know what ends up rolling into the 110 % NRR.

Chris Eldridge (14:50.617)
Exactly.

Dale Zwizinski (14:51.516)
Besides being a connector, what are three other attributes from a rev ops person that need to be like must haves can't live without.

Chris Eldridge (15:05.139)
You definitely need to be a great problem solver. You need the ability to be able to multitask. multitask is because you're going to be working in different departments at different hours of the day. Every single different meeting that you have is typically not with the same people. It's with different people and understanding the entire architecture of your rev -op system. I don't know. What else would be another one?

Dale Zwizinski (15:25.138)
Mm

Chris Eldridge (15:35.469)
I would say be okay with no, because you're going to hear no from a lot of different department heads of like, nah, I'm not doing that. And you have to have a really good reason. But the fortunate thing is, and if you're also really good at rev ops, you have the data to back up your decision that they can't say no. So if you do that part right, and you can show them the data to say, if you don't do this, this is how it's going to impact you. It's, it's pretty powerful.

Dale Zwizinski (15:38.468)
Mm. Yeah.

Adam Jay (15:42.221)
Yeah, you are.

Dale Zwizinski (15:50.589)
Yeah.

Dale Zwizinski (15:57.178)
And maybe, maybe that in particular is one of the reasons why they report to the CEO, to have the backing of the CEO to make these decisions.

Chris Eldridge (16:06.849)
Absolutely, that executive buy -in and investment is incredibly important. It's incredibly important.

Dale Zwizinski (16:09.094)
Yeah. Yeah.

Adam Jay (16:13.25)
When you're looking at things through your investor lens, you're doing diligence, you're working with founders, how does your hat change? Being a rev ops professional, what do you look at that maybe other investors don't and who do you talk to that maybe other investors don't think to talk to as part of the process?

Chris Eldridge (16:38.349)
I mean, if you're, depends on the stage. If you're going incredibly early stage, they might not even have the full team or the right team. But when you're starting to try to make that first solid investment, you are looking at the entire team as a whole and how they are thinking about, you know, architecting their product. The farther that you get along in the funnel, you definitely want to have them make sure that they have a good understanding of their rev ops, their system, how everything works. And that it, like I was saying before, it's ready to scale. It doesn't make sense for you at a certain stage later on.

in the investment cycle to, you know, sort of sit, sit there and say, I'm ready to give you a whole bunch of money, but it seems like you're not ready. You're actually going to burn half of this money that I gave you just to be able to set up your system properly. Now that also might be the investment. If that part is out there, it's like, it's just a different part in funding. Like that might just be earlier on. I'm investing for you to say, get the right people in and get the right tools in place.

get the right connections in place, make sure you have the right reports so that when I ask you like, how's your sales funnel, you can actually show me your sales funnel. If I asked for a list of your customers and you can't give me a list of your customers, it's like, that's a problem. You you should be able to give that to me in like less than five minutes. So it depends on the different funding round that you're in, but the farther along in the funnel, I'm looking for a lot more detail to make sure that you're ready for the money.

and that what you actually say you're gonna be utilizing the funding for is that you're ready for it.

Dale Zwizinski (18:11.974)
Yeah. And that's, that's a funny thing. Like a lot of, a lot of startup companies that we're starting to work with as a struggle with some of the revenue targets that are, cause many challenges in the market, you're going through an election year. Like there's a lot of things that end up happening through this time, the stage of the journey. and you start getting customers.

I find that a lot of people may hide like, Hey, we got a couple of close customers, but are they really using the product? Are they really like driving usage? What's their average daily usage or monthly active users or whatever metric you're using? And do, do investors just miss out because they're so focused on data or so focused on revenue that they don't understand like of the customers, what's the active usage and is that shifting in the investment world?

Chris Eldridge (19:03.793)
I think it's still the, numbers are still relevant, of course. but it's all, there's also a piece too around and you guys always talk about it. So, you know, do you have the right ICP? Are you going after the right customer? Because you might have a ton of users and that looks great initially because everyone's trying it, but then they might realize those customers right. Realize whatever you're selling is actually not the right choice for them. You know, everyone wants to try everything. So your numbers could look great, but if you.

Dale Zwizinski (19:15.314)
Mm.

Dale Zwizinski (19:26.844)
Hmm.

Chris Eldridge (19:31.787)
If you might find out that your ICP is actually for a smaller niche audience that is actually willing to pay more, or you're spending too much money going after the wrong customers, making sure that they actually understand that ICP is important, again, making sure you're not spending time on the wrong customers.

Dale Zwizinski (19:55.345)
Toi Mesas.

Adam Jay (19:55.788)
Yeah, we talk about this a lot, when you look at ICP and spending time on the right customers, I can't tell you how often we talk to people who have no clue who the right customer is. And I'm going to sell my product to everybody, right? Who are you going to sell your product to? B2B software companies. That is not an ICP. Like, let's be very clear.

Chris Eldridge (20:20.695)
No.

Adam Jay (20:23.082)
Even now, like we're working with a client and they sell to higher education. And while that's great broadly, who do you sell to? Higher education? No, you don't sell to just higher education. You have to get more specific than that. Otherwise you are not selling anything to anyone. So I think that that's an area where there needs to be a lot of focus and rev ops could certainly help provide the data there. What is rev ops not?

Chris because I think what I've seen in a lot of orgs is people look at rev ops as You are my go -to for all things if I need a CRM field change I am gonna message Chris if I have a question about where the comma goes I am gonna message Chris if if there is anything that is not like a sales leader a Marketing leader or a CS leader shit, man. Go to rev ops. They'll fix it. What is rev ops not?

Chris Eldridge (21:17.367)
Yep. Well, I think you sort of just said it, but I mean, there's plenty of things that I would like not to do. I'll tell you that, you know, when you're the, you know, the jack of all trades specialist to none, you know, you sit there and you say, why, why, why am I the one doing this task right now? it should be easier. I think that if it touches revenue or the customer journey, it's rev ops. If it's something that is incredibly specialized inside, a silo that's where.

Dale Zwizinski (21:17.458)
you

Adam Jay (21:21.794)
Ha

Chris Eldridge (21:46.049)
I think it's still worthy to have a Martech person that is the one that's helping keep your HubSpot emails all set up and your workflows going. So when it gets down to that detail level, it should be handled by the individual silos, but only making sure that whoever is doing the rev ops is making sure everyone is connected on that change. mean, if you're going in advertising to a very broad group of

Individuals like you're not actually using targeted advertising. just we're going broad and you go after everyone you have to make sure that like the rev ops person is not in charge of trying to understand those customers that are coming into the funnel and saying Okay, now we get family type or like moms Let's say and they have a family and they want to go in and this angle We have tech more technical people and the product is good for them But we have to nurture them a separate way that stuff is not

Adam Jay (22:27.394)
Mm.

Chris Eldridge (22:43.225)
is not necessarily the rebops job. My job is to give you that data and make sure then you're able to make that decision. you know, you know, my job is to be able to help highlight the right data at the right times. Cause even me showing you one little field, I found like times where I'm working with the sales org and they're like, if I have this one field and it's like a dropdown with a yes or a no, like I'll be able to go ahead and actually increase my funnel by like, 30%. And small changes of the right data at the right time can do that.

but my job is not to figure out like sometimes what that data might be. you look for the specialists there and then I'm going to help you, you know, bring it to life.

Adam Jay (23:23.948)
I love it. It's so hyper relevant, especially as you scale, right? What do you focus on? What do you need other people on? Does RevOps help with, sorry, Dale, last question on all that, Dale, does RevOps help with that capacity planning as far as what people you need and where to put them? Is that an area where you would involve RevOps?

Chris Eldridge (23:44.954)
I would say yes, because sometimes there are just solutions that can be solved by a piece of tech and now you don't need to hire the person. There's other times where you might go and say like, I could actually remove some headcount or we will redistribute headcount to other areas because there's faster ways of doing things. mean, especially when you're scaling, everyone is wearing 10 ,000 hats and you might want to remove five or six hats from a person so they can specialize in especially one thing.

Adam Jay (23:47.103)
Thank

Adam Jay (24:13.187)
Love it.

Dale Zwizinski (24:15.188)
For, people trying that don't, that are in sales ops or in marketing ops, and they kind of want to be rev ops. Like what are the things that they should be trying to figure out or work on to be better as a revenue operations holistically? Cause I think there's people that are transitioning from each, each one of these roles. What can they, what can they do to start like learning a true rev ops perspective?

Chris Eldridge (24:41.227)
It's definitely coming at it with a more holistic view. if you are only focused on your organization, it's like, that's great. You know, sales inside and out, but you really have to understand how that, and this goes back to like, you, does your organization truly embrace go to market and true go to market where everyone has to, I know, right? So it's like, if you hit that benchmark, if you hit that benchmark, it's like, you're probably doing it and everyone's going to be great. But if you're not, if you're not in an organization that does embrace that, then

Adam Jay (24:44.3)
Mmm.

Dale Zwizinski (24:57.597)
Well, that's a bigger question. That's definitely a bigger question.

Chris Eldridge (25:11.033)
It's fairly important for people to try to get that holistic view of how their decisions actually impact other parts of the organization. and instead of just looking at, you know, what's in front of you or like your manager says, I need you to speed this part up by, you know, 5%. you know, you might be able to go and say, well, let, let me talk to the marketing person and see what they're doing over here, because they might be able to make a change that costs them. Nothing might even help them, but now I'm able to turn that five into a 10 % gain on the sales side.

So that holistic view is important. And if you're only in it for yourself or only in it for your direct team and not looking at it from an organizational level, that's where you're probably gonna go wrong. So that's probably the most important thing. You have to take a holistic look in everything you do.

Dale Zwizinski (25:55.56)
I love that. Yeah. think that's a big, I think that is a big challenge with a lot of people coming through it, but all the people that I've known that have been amazing at RevOps, such as yourself, it is a holistic view, the connector, the, it's like a different mentality and perspective at a corporate level. And I think, you know, a lot of, you said something interesting in that conversation, which was,

Adam Jay (25:56.152)
Gold.

Dale Zwizinski (26:19.078)
they have to be go to market like ready, like the organization needs to be go to market ready. And I'm just curious how many of those companies go into investments thinking they're ready and they're really not ready. It's not a question. It's just a hyperbole back to myself.

Adam Jay (26:33.741)
A lot.

Chris Eldridge (26:35.805)
Most, most. But I would say that there's a lot more now that are at least, they want to be go -to -market ready and they're trying and sometimes they just need help. And sometimes they just need help. But the thought is there. They want to be go -to -market ready and they just need assistance.

Dale Zwizinski (26:44.231)
Right.

Dale Zwizinski (26:52.487)
Yeah.

Yep.

Chris Eldridge (26:56.931)
Yeah. And finding those people, finding those like individual rev ops people sometimes are hard. Like people will look at me. I have probably two or three interviews a month with internal employees that are like, how do I do what you do? And just like Thanksgiving or Christmas, I don't know. I just sort of figured it out. but I asked them to start taking that holistic view. and when I'm finding people to add to my teams, a lot of times I am trying to pick the diamonds in the rough from certain places. unfortunately ops.

Adam Jay (26:57.166)
Amazing.

Dale Zwizinski (27:12.008)
Hahaha.

Chris Eldridge (27:26.571)
in general has always been looked at as a cost center. And RevOps is finally a way to be able to say we're not necessarily a cost center. We're here to actually increase your, you know, your profit margins and stuff like that. And when I can try to grab the best people, those managers now understand like I might be taking your All -Star, but that All -Star is now going to be put to good use across the entire company and not just your org. And this is actually a promotion for that person.

Adam Jay (27:53.806)
Hmm, I like that too. So much value, so much knowledge and all things rev ops. Chris, before we wrap it up, we have a little tradition here. We want to do a little bit of rapid fire. You get 10 words or less. Otherwise a gong comes out and bops you or bops Dale. So in that case, you could go like 40 words. No, doesn't bop me. I have the button to end the podcast. So with that said, early bird or night owl?

Dale Zwizinski (28:11.752)
about that.

Dale Zwizinski (28:16.882)
Yeah.

Chris Eldridge (28:20.834)
Early bird.

Dale Zwizinski (28:24.19)
What's the most used emoji in your Slack messages?

Chris Eldridge (28:29.491)
definitely the laughing, tear -eyed smiley face. It's mostly so I can break the ice. Absolutely. It's like, you want to do that? Emoji.

Adam Jay (28:33.827)
Yeah.

Dale Zwizinski (28:36.476)
And that's at the CEO usually, right? That's usually at the CEO.

Adam Jay (28:42.99)
Other than your phone, what's the one tech device you can't live without?

Chris Eldridge (28:50.071)
I'll say can't live without my watch, just my iWatch, but I wish I could get rid of it.

Adam Jay (28:56.802)
Mmm.

Dale Zwizinski (28:57.704)
Speaking of that, what's the first app you check when you wake up?

Chris Eldridge (29:00.889)
Slack.

everything revolves around Slack.

Adam Jay (29:03.458)
What's the? Yeah, what's your favorite guilty pleasure snack?

Chris Eldridge (29:10.24)
Ice cream. Definitely ice cream.

Dale Zwizinski (29:11.846)
Yeah.

Adam Jay (29:12.374)
You and Dale. You and Dale.

Chris Eldridge (29:14.883)
There we go.

Dale Zwizinski (29:15.4)
Let's wrap this up. What's your vacation destination? Yeah, sorry.

Adam Jay (29:23.982)
ultimate vacation destination.

Chris Eldridge (29:25.045)
Ultimate if I was to go somewhere if I was to go somewhere I would love to be in like Like a mountainside house like in Switzerland and like Overseeing the the mountains give me this give me some snow storms. I'd love that Grand Fireplace, that's it. That's it. That's the dream

Dale Zwizinski (29:42.824)
So you're a ski guy.

Adam Jay (29:43.405)
love it.

Chris Eldridge (29:44.821)
I am. say snowboarder. I snowboard still.

Dale Zwizinski (29:46.066)
Nice, nice. Snowboard, yeah? Okay.

Adam Jay (29:48.142)
Nice. I love it. Chris, thank you so much for joining the show. We appreciate it. Learned a lot of things, man. This was awesome.

Chris Eldridge (29:57.687)
Thanks for having me, I appreciate it.

Dale Zwizinski (29:58.268)
Thanks, Chris. Appreciate it, Thank you.

Chris Eldridge (30:00.792)
Bye.