Episode #260:
Maureen Power Sweeny, Chief Revenue Officer at RapidScale, breaks down why alignment is the foundation of sustainable growth in today’s market. She explains how trust, internal coordination, and a deep understanding of the customer must work together to drive consistent outcomes. She also highlights why misalignment across teams erodes credibility and decision-making and how aligned execution turns strategy into a long-term growth advantage.
“If we’re aligned on the outcome we’re trying to drive together and we trust each other and we are accountable to each other, that’s the way you build trust.” – Maureen Power Sweeny
This episode unpacks how trust gets built in real operating moments, not in slogans. Maureen explains what alignment looks like before the contract, during delivery, and when things go wrong. The conversation connects customer understanding, unified execution, and leadership accountability into one practical growth system teams can apply immediately.
Follow Maureen Power Sweeny on LinkedIn
Follow host Steve MacDonald on LinkedIn
[Transcript]
[00:00:05] Steve MacDonald: Welcome, everyone, to the C-Suite Sales and Marketing Perspectives podcast. I am Steve MacDonald, your host. Today, we are going to talk about what is probably the most important conversation that we have on this podcast, with Maureen Power Sweeny. The conversation is about the most important challenges B2B C-suite executives face in creating long-term, sustainable growth in our businesses. We take all the conversations we have with C-suite executives, and everybody asks, I ask, and everybody answers the same question: what are those two most important challenges that you have? We are going to dissect what B2B C-suite executives all over the world have said are their biggest challenges today, with Maureen. Now, Maureen, you are overqualified to answer this. You are a five-time B2B CRO, Chief Revenue Officer.
[00:00:56] Steve MacDonald: You worked at companies like, and are working right now at Cox Business and Accenture. You talk about how you were born and raised, really, in your professional career at IBM, and how that really focused your customer-centricity and how you scale and grow businesses. You also have one of your most important accomplishments in life, and we all talk about our kids.
[00:01:18] Steve MacDonald: You have three girls who are all within 23 months of each other. I am going to leave that as a question everyone can ponder a bit and let you answer it, because I would love to hear a bit more about your background before we get started here.
[00:01:32] Maureen Power Sweeny: Okay. Well, thanks, Steve. Great to be here with you today. As you say, much of who I am professionally was shaped by starting my career at IBM as an intern in my last year of college. I literally printed one resume, went on one interview, was offered a job on the spot, and joined IBM about three weeks after graduation.
[00:01:52] Maureen Power Sweeny: I am very much shaped by that. What I mean by that is, to have a company that at one point was over a hundred billion dollars and over a hundred years old, and to have a company that continues to adapt and respond to market needs and customer needs by investing in new capabilities, new technologies, new solutions, and new software to continue to meet the market, and the ability to adapt internally to deliver to the market, is pretty commendable. All of it is around the customer. I spent my 30 years at IBM waking up every day thinking about my customers, what their business challenges are, what their business needs are, and figuring out how, every day and every interaction, I could deliver value.
[00:02:35] Maureen Power Sweeny: By doing that, I build trust and build relationships. We all know trust is a foundation for relationships, both in our professional and personal lives. That has significantly changed how I have approached my roles over the years. As you did say, I am a five-time CRO.
[00:02:52] Maureen Power Sweeny: Interestingly, when I left IBM, it was to do something very different. I was the Chief Revenue Officer for a global gaming company. The people at IBM must have thought I was crazy. After 30 years, I said goodbye and moved across the country to Las Vegas. I took a gaming company that was struggling to grow and moved it from number seven to number two in market share in two years.
[00:03:16] Maureen Power Sweeny: Having left IBM with that experience and that background, I actually did not realize how much I had learned during my time there, and it is totally applicable across industries, frankly. Subsequent to that, I was in hospitality for a while. Again, not really an industry I knew much about, but I was successfully able to unlock growth. Then, somehow, a recruiter found me over in hospitality and gaming and said, you need to come back to technology services.
[00:03:44] Maureen Power Sweeny: I am back here, as you point out. You did say three children, three daughters in 23 months. Yes, I gave myself a quota and exceeded it, as all good Chief Revenue Officers do. Obviously, I have a set of twins in there. They are clearly my pride and joy, and the reason I now live in California, where they all went to school and decided to stay. That brings us full circle to today.
[00:04:11] Steve MacDonald: Here is what I would love to do. I would like to draw on your years of experience growing and scaling businesses, and have you help us dissect the top four challenges C-suite executives have identified.
[00:04:24] Steve MacDonald: I am going to list those out. Trust is absolutely one of those. We are in a trust epidemic right now. If you go no farther than the most recent LinkedIn Edelman Trust Barometer, 32,000 worldwide respondents said this: 61 percent believe that we, as business leaders, are being intentionally misleading. Intentionally misleading. You might as well say they think we are lying to them. Another study found that 74 percent of B2B buyers do not believe the customer evidence we present to them. How we bottle up what we do and say-“hey, we could do this for you”-they are not buying it. You wonder why they keep waiting longer and longer before they even want to talk to us.
[00:05:06] Steve MacDonald: Starting up that conversation and building that level of trust has never been more important to us. Now, the other three, in priority order, are these. They talk about the number one challenge for B2B C-suite executives: internal alignment. How do we understand, and how do we come together as high-performance teams and play from the same playbook?
[00:05:29] Steve MacDonald: The second most important challenge they talk about is a lack of deep understanding of the voice of the customer, the highest voice of authority in the business. How do we truly understand that voice so that we can meet their needs, provide value, and provide that basis of trust?
[00:05:47] Steve MacDonald: Then the last one is, how do we balance short-term versus long-term? I know that throughout your career, you have operated under a quota, a short-term target you are held accountable for. At the same time, you know that trust is not built overnight. Trust is a long-term endeavor. We are going to take all of that and dissect it. To start with, I would love to know your thoughts on building trust, why it is foundational, and how you train your teams to help do that.
[00:06:23] Maureen Power Sweeny: Trust, I am saying, is one of my core five principles. Trust is your greatest currency. If you are going to depend on it, you need to contribute to it. Putting money in the bank before you start withdrawing it is an analogy. You do that by, again, doing this in the context of a customer. We can also do that in the context of the internal dynamics between teams that have to work together to drive growth.
[00:06:52] Maureen Power Sweeny: Coming back to the customer focus, you build trust by really doing your homework and really understanding that company’s business, their challenges, their priorities, and their failures even. What is the mindset of the person you are talking to and wanting to build trust with?
[00:07:10] Maureen Power Sweeny: I often say it is the first five minutes of a meeting. For a customer, they really want you to connect with them. There has to be value in those first five minutes, and that value is not created by doing a cursory search on Google or by getting a ChatGPT agent to say, “Tell me everything about A, B, and C Company.”
[00:07:26] Maureen Power Sweeny: It is really spending your time understanding and analyzing. That is, I would say, the start of a relationship and how you earn the right to build trust, because trust does not come overnight, as you said. By delivering value in every interaction with the client, by being prepared, by having a point of view, and by being able to articulate the value that you can bring, that customer will give you the opportunity to come back.
[00:07:50] Maureen Power Sweeny: I was reflecting. I interviewed someone this week, and they said, “My job in every interaction is to earn the right to get the next meeting, and to get the next meeting, and the next meeting.” By doing that, you are building knowledge and insight about the customer. If they are taking the next meeting, they are trusting that you will bring value to that. Trust, of course, over time, is based in relationship.
[00:08:12] Maureen Power Sweeny: Those relationships are important because, especially in this world where every sentence has to have AI in it, or agentic AI, coming back to the humanness of how people make decisions, and the humanness of how people make decisions on potential partners to work with, it is almost cutting back to the basics right now. Really human-centric engagement. You build on relationships, which are built on trust. Not every interaction will drive a sale or another piece of business. You have to make that long-term investment to get that return over time.
[00:08:49] Maureen Power Sweeny: It goes to one of your other points, which is, whatever your job is, somebody has targeted a quota that you have to achieve. You have to build a portfolio of relationships built on trust, and a portfolio of companies, so that you are not breaking that trust or damaging that relationship by going for a near-term piece of business when it is not necessarily well thought through, not the right timing for that customer, or not really in line with their strategic agenda.
[00:09:16] Maureen Power Sweeny: You cannot push for that. We all nudge along in a sales cycle, but you cannot prematurely close a deal if the buyer isn’t ready for. If they really believe that you know them, they will say, “I am not ready to make that decision,” or “this is not the right time for my company.” If you break that trust, you will not be there for the next consideration. It is a pretty sophisticated engagement, human relationship management, and professional relationship management. Internally, in order to be able to deliver that value, let us assume you get that client to the point where they want to increase their relationship and their business with you. You had better make sure that, within the company you are the service provider for, the company is aligned to deliver on what was sold.
[00:10:01] Maureen Power Sweeny: Yeah. I often see situations where a great seller convinces the customer that we have the best solution for them. They contracted for the business. They had not aligned internally on delivering that solution and its value to the client, and then, post-contract, when the celebrations have finished, it all starts falling apart. And they are like, well, I trusted you when you said your company could do this. So, it is about ensuring internal alignment to support the delivery of value to that customer, built on relationships, trust, and knowledge of their priorities.
[00:10:38] Maureen Power Sweeny: When you think about all that I just said, it’s all human nature and human aspects of how we do business together. That is underpinned by technologies and systems, and tools, and you will get it all right. It is really down to the humanness of this. You know, I was reflecting, I closed a very large outsourcing deal with a company that had actually been burnt.
[00:10:56] Maureen Power Sweeny: They had outsourced before, they took it back, and now they were at the point of going back out, and it was about a $2 billion total contract value, where we were outsourcing almost everything, but they were a utility company. But for the core grid, utility grid, and I really built the trust up over a significant period of time, probably close to a year, and really made sure that I led that deal. But I remember thinking every interaction, I used to say to my team, which is when we were at IBM, I said, put the I away.
[00:11:27] Maureen Power Sweeny: The only thing I hear is the we. This collective team, and we have to be focused on the customer. In the last meeting before they decided to go with us, I told this client, “At the end of the day, we will get the solution right.” We will get the commercial model right. We will get the contract right. But at the end of the day, you have to decide who you want to do business with. Who you want to do business with. I shared the story of who IBM is, what our values are, and what we represent. We are a collection of human beings, underpinned by phenomenal technology and solutions. But who do you really trust, and who do you want to help transform your business?
[00:12:04] Maureen Power Sweeny: We got the job. We got the sale. But that drove a lot of internal alignment I had to manage, and then alignment with the customer, bringing it all together. But ultimately, that is why they made the decision. But that is a lot of trust-building.
[00:12:19] Steve MacDonald: There is so much I want to unpack there. Personally, just what you are saying and how much it resonates with me. You started out by saying trust is not just a business relationship, it is all relationships, right? Like down to the core. When we got married over 25 years ago, my wife and I made a promise to ourselves that our marriage would be founded on trust, and that if we ever breached that trust, it would start to fall apart, right?
[00:12:47] Steve MacDonald: That if we could trust each other, we could get through anything, right? I definitely believe very wholeheartedly what you are saying, which is that your clients need to trust that no matter what, you are going to be there. I recently had a conversation with a chief customer officer whose ideal customer profile was CISOs. That CISO had just finished purchasing a large part of their tech stack, had put out an RFP, and had talked to 14 different companies. And he said, the CISO said, every single one of them checked the box on the RFP.
[00:13:23] Steve MacDonald: Yeah. We do that. We do that. We do that. The CISO said, “There is one thing I wanted to know.” When I signed the contract, what is the experience going to be like working with you? Are you going to be there? Do you have my back? Everybody had technology that supported what they needed to do in various ways, but it was not about the tech. It was about the people. It was about that promise, that the trust factor between the two companies, that we are going to get this done. That is what it reminded me of when you said, at the end of the day, when you close that huge outsourcing contract at IBM.
[00:13:59] Steve MacDonald: The bottom line is, who do you want to be working with? Who are the people that you really want to? If you are not positioning yourself to be that team, those people that people want to work with, then you are missing the boat because that is the differentiating factor these days.
[00:14:17] Maureen Power Sweeny: That is right.
[00:14:17] Steve MacDonald: How do you train teams to be the people that you know you want to work with? How does that change how you internally align? Because it is one team to the client, right? It is not a bunch of different departments. It is one team that they want to rely on. How do you train for that?
[00:14:36] Maureen Power Sweeny: I do not know if you can train how to build trust. I really do not know, Steve. I think that we all talk about culture a lot. I think an organization’s culture is important. When you are looking at the people you have on board, or when you are bringing new people in, I always talk about the culture you are coming into.
[00:14:53] Maureen Power Sweeny: Is this the right fit for you? We are very customer-first. We are very focused on delivering value. But it is also about being accountable to each other. You have a relationship with the people you work with. You have a relationship with the people you work for. And it is showing up every day, doing what you are going to do, doing what you say you are going to do, doing it again, being accountable, and showing up when you are expected to. Being vulnerable.
[00:15:17] Maureen Power Sweeny: Vulnerability is the basis of trust, right. Being vulnerable. When you know something, when you do not know something, or when you need some help, that is all okay. If you can create an environment where people can rely on and trust each other, be vulnerable with each other, stay focused on the outcome we are trying to drive for a client, and admit when we make mistakes, we will be successful.
[00:15:38] Maureen Power Sweeny: That is all building trust. I did not know you could teach it. I think you have to walk the talk, and you have to show up every day. And if you expect something from somebody, you give it in turn. And that is my commitment to the team I work with: I love feedback. Give me feedback. If there is more that you need from me to be successful, let me know. If I am missing something, let me know. But if we are aligned on the outcome we are trying to drive together, and we trust each other and are accountable to each other, I think that is how you build it.
[00:16:10] Maureen Power Sweeny: You can hire outside firms and teach consultative selling, and knowing the customer’s business, and all those things that I talked about, or we talked about earlier. It is a human dynamic. It comes back to human nature: despite all the technology out there, it is all about humans, human nature, and connection.
[00:16:28] Steve MacDonald: It is hard to train for those things. But those things, and you have mentioned culture as kind of an umbrella that fits over all of that. Those are on your team; they are on all our teams when they come on board, when you are hiring people. They are interviewing you as much as you are interviewing them. Yeah. At the highest level, I have talked to chief technology officers who say, “If it is not the right fit.” I think you and I, when you came into this last position, you talked about it. Is it the right fit? Is this the kind of culture that I want to come into? I have got choices, right?
[00:16:59] Steve MacDonald: All of your people on your team, they have choices. And so I think creating the culture that attracts and retains the best talent that gets it, that is what I am taking away from our conversation here, which is that you have to be the place that people want to work, because that makes a difference.
[00:17:19] Steve MacDonald: We spend a lot of time at work. And if we do not want to work with the people and the kind of company that we are, then we are not going to keep the right people. Attracting and retaining the right high-performing talent is probably the most important thing we have as leaders in our organizations. Is that like a good summary of what you are talking about as a takeaway?
[00:17:41] Maureen Power Sweeny: Yeah, I think so, Steve. I do a lot of interviewing. We are bringing in a lot of talent into the organization. And by the time the candidate gets to me, they have been vetted pretty far along. And they check the boxes for capabilities. And I might spend time in the interview process exploring that, but I am reflecting on it.
[00:17:58] Maureen Power Sweeny: I actually had three different interviews just this week, and we are only on Tuesday, with some pretty high-performing talent. And they each asked me a question at some point in the interview: what keeps me awake at night about what we are trying to achieve as a business. What is the gating factor to achieving our growth objectives? The answer I have given each one of them is talent. Are you the right fit for our culture? Is this a place that fits you, and is this a place that you would be successful in, because this is who we are as a culture?
[00:18:28] Maureen Power Sweeny: Companies have cultures, right? I operate in many different ones. They do have cultures. Sometimes heavily driven by the leadership, sometimes heavily driven by history, whatever the case may be, ownership structure. I have worked for private, family-owned, publicly traded, and PE-owned companies.
[00:18:47] Maureen Power Sweeny: I can tell you affirmatively, those are different cultures and different operating environments. So you just have to know where you fit well and where you can thrive. And I spend a lot of time explaining who we are, what we are doing, where we are going, and why we are doing it, so that the candidate can say, is this the right place for me. Whether or not this week’s interviews will be successful in getting those folks to join us, I know in my heart that I have started building that trust right away with them by being vulnerable and candid about who we are, what we are doing, and where we are going. And it is interesting that that question they asked me each time, because I think they are sort of sitting there going, this sounds pretty good.
[00:19:29] Maureen Power Sweeny: So what is going to be the gating factor for all of this? Why will this not materialize? I do think it is the talent. The talent of the people we have here, continuing to invest in them, and the talent that we are bringing in. So again, talent is not just skills and capabilities. It is cultural fit. It is how you show up every day. It is an important part of making sure you get it right.
[00:19:51] Steve MacDonald: So I want to make sure that we have time. You talked earlier about the importance of understanding the customer, and it cannot be just that we can learn a lot from ChatGPT, right? But you have got to have a deep understanding that you are not going to have that initial conversation. You are not going to make an impression in the first five minutes, as you said. You are not going to earn the right to have the next conversation unless they truly think that you understand them. You have taken the time to understand them and their industries, and you have something to add. Nobody wants to be sold to. They want to be consulted with. They want to feel like they get enough out of this conversation, so they would like to have another.
[00:20:27] Steve MacDonald: Understanding the voice-of-the-customer. McKinsey published a study about three years ago that found only 15 percent of companies actually execute well on voice-of-the-customer insights, understanding them and adapting and executing based on them.
[00:20:43] Steve MacDonald: If you could, on a scale of one to 10, when you are talking to your team, how important is understanding, truly deep understanding, of the voice-of-the-customer? One, it is not really important. We know what we are doing. Ten, it is vital to our long-term success. Where would you put it on that scale, and why?
[00:21:00] Maureen Power Sweeny: Well, we are in an evolution right now, or a revolution, I do not know how some people would call it. We are shifting from a product-centric organization to a solution- and service-centric organization. From a business-outcome-focused relationship that we want with our clients. Where we are on that continuum indicates the transformation we are making in our company and how we are showing up in the market: to be a more consultative, relationship-based organization delivering real business outcomes.
[00:21:30] Maureen Power Sweeny: I would say most people understand the need to be further along the scale. On a scale of one to ten, with ten being customer-centric, it is one of the five principles on which our next three-year plan is based, to operationalize customer-centricity. Does everybody have the same level of skill and capability to do that? I think the answer is no, and I think people are learning. Those who want to learn, be curious, and do their homework will be successful in this world. Those who are not probably need to find an environment better suited to them.
[00:22:05] Maureen Power Sweeny: Because with a product sale, you do not need to know too much about the level of customer intimacy that we are talking about. Intimacy, of course, in a business context, means really understanding what is in the mind of the person that you are talking to. I think we are on a journey as that transformation and shift to more consultative, customer-centric selling is underway, but we are on our way, and we have real success.
[00:22:30] Maureen Power Sweeny: Of course, success breeds success, and we will tell the story. We just closed a pretty, pretty sizable opportunity in December with a marquee logo. I cannot say the name yet because we do not have that approval. We are going to tell that story over and over again because it shows how we understood the client, did our homework, and built relationships at multiple levels. We built trust over time. Going through a negotiation, by the way, builds trust pretty strongly. I think we are on the journey. I think we are probably three-quarters of the way there. One of the things that I have also had to do is convince the product organization to become a solutions organization.
[00:23:07] Maureen Power Sweeny: Now, everyone is taught that instead of talking about a product, we are talking about a solution. I joke with our Chief Product Officer that he needs a new title: a Chief Solutions Officer. He is like, yes, I think you are right. I think I do need to change my title. So I think that is success. People are internalizing this and want to be part of this journey.
[00:23:27] Maureen Power Sweeny: We held a call last week on this whole products-to-solutions journey. He and I did, and it was incredibly well received. The feedback we were getting from people, even those in support roles, was, “Yes, sign me up.” This is good stuff. This is exactly what I want to hear. So yes, we have momentum, but it is a journey.
[00:23:47] Maureen Power Sweeny: I would say we are about three-quarters of the way there. We have more work to do, but success and sharing the formula for success, with all the attributes you and I are talking about, with trust and relationship-building and doing your homework and knowing the value that you can deliver, and then really delivering it once you get the contract.
[00:24:04] Steve MacDonald: I have never spoken to a C-Suite executive who did not agree that they were customer-driven and customer-centric. They all are. It is the degree, what you just said at the end, it is the degree that you execute against it.
[00:24:20] Steve MacDonald: The degree that you can gather those insights and execute against them so that all the teams are doing the same thing that you were just articulating there, that they are all signing up and saying, I like that, I am on board, I want to be a part of that. If you are not rallying teams, private-equity and VC companies invest in teams first and ideas second. What you are just talking about there is creating and rallying the teams, because that is what is important.
[00:24:48] Steve MacDonald: You can have a competitive or even slightly subpar solution from a technology perspective, but if you have a team that knocks it out of the park, the team that clients say they want to work with, you are going to win every single time. So that is my takeaway from what you just said there. To be customer-centric, you had better get your team on board.
[00:25:12] Maureen Power Sweeny: That is right. That is exactly right. How you show up as a unified voice is also important. I cannot be saying something ,and then somebody comes up in the next meeting and says they do not agree with me. That erodes trust. Mistakes happen along the way, but it is how you recover from them.
[00:25:29] Maureen Power Sweeny: You go back to marriage. It is not perfect every day, but you get through it by trusting. Sometimes I get teams that come on the call and they are exasperated, saying the situation with the customer is out of control. I am like, okay, calm down. Where are we, how did we get here, and more importantly, how do we get back on track? Sometimes that even builds more trust. I used a silly analogy with one person on my team this weekend. Business is like the game of golf.
[00:25:54] Maureen Power Sweeny: You get up to the tee, you have the right outfit on, you have the right golf clubs in your bag, you have the ball, you get set up, and you are looking at the target where you want to get to. You take your best shot at it and think it is going to be a perfect shot, straight down the fairway, and it winds up all the way over to the left in the bushes. Or as one person said, I think we are on the cart path, Lauren, I think it is even worse than that. You can either throw a fit, cry, get frustrated, get angry, or you can say, how do I get back on the fairway.
[00:26:25] Maureen Power Sweeny: Yes, right.
[00:26:26] Steve MacDonald: Yes.
[00:26:27] Maureen Power Sweeny: We all want to get to the outcome we are driving towards, and sometimes things go wrong. In those moments, how you recover through the lens of trust and honesty can strengthen the relationship even more. It also requires alignment across the organization.
[00:26:45] Steve MacDonald: I love that. The number one thing you can line up behind, and nobody can argue with, is the voice-of-the-customer. They are the highest voice of authority in the business. If you deeply understand the voice-of-the-customer in the way that you are talking about, alignment can naturally happen. The balance between short-term and long-term objectives is often lost when you focus solely on what is right for the customer.
[00:27:09] Steve MacDonald: You are going to do what is right in the short-term and the long-term for the business. It is amazing how much impact understanding the voice of the customer has. I talked to another CRO earlier today, and he said the number one issue is that he comes into companies after company and they do not even have a good definition of the ideal customer profile. They do not even know who their ideal customer is.
[00:27:28] Steve MacDonald: If you do not know who your ideal customer is, or if it is too generically described, then how can you understand them? How can you serve them? How can you align the entire organization around them? How can you know how to say no to deals that are not right and will just churn and burn people in the process?
[00:27:44] Steve MacDonald: I love what you are talking about. I have one last question. We have talked about so much here that if there were one thing you would want other B2B, C-Suite executives to take away from this conversation today, what would that one thing be?
[00:28:02] Maureen Power Sweeny: Show up as your authentic self. Do not pretend. People do not follow people they do not feel they can connect with, or people who are showing up differently or not showing up as their full selves. I have been a professional for over forty years, and I know who I am. I have great self-awareness. I know what I am good at, and I know where I need help. I do know a little about how to achieve growth and how to achieve sustainable growth in your organization. If you show up and let people know who you are, how you operate, and what is important to you on a personal level, you can make that connection. This is a relationship-based comment, but it is really about authentically showing up.
[00:28:39] Maureen Power Sweeny: I say to folks, one of my strengths and one of my weaknesses is that I can be very direct. That can be helpful or challenging, but it is who I am. I am also very people-centric. I really care deeply and will invest in people, but I will also hold you accountable. It is just showing up as who you are and being authentic and being honest.
[00:29:01] Maureen Power Sweeny: I am not sure what role you are in, whether you are a CEO. It really does not matter. If people can truly trust you and know who you are, they will follow you all day long. They will follow you all day long.
[00:29:13] Maureen Power Sweeny: I am not sure I would have answered that question the same way ten years ago, Steve. Where I am right now, I think that is really important. That is where teamwork comes together, where real brilliance is created, and where there is a lot of fun along the way.
[00:29:28] Steve MacDonald: I have a feeling we could talk for another couple of hours, but I just want to say thank you. The mission of this podcast is to bring together C-Suite executives who have decades of experience, like you and me, and share perspectives we can all learn from. If we can share our insights, perspectives, and learnings, what has worked and what has not worked, and at the end of the day, what is most important, and we can all share that together, that is the rising tide that lifts all boats. One thing we all know is that we cannot keep doing the same thing the same way and expect it to work.
[00:30:05] Steve MacDonald: The market, our ICP, the business, everything is constantly evolving and changing. We have to be learning and adapting all the time. I love how you ended that by saying that ten years ago you were not sure you would have said the same thing, and ten years later this is the one thing you want people to remember. We all have to keep learning, and you were an amazing part of this rising tide on the podcast today.
[00:30:29] Steve MacDonald: Thank you for coming on and sharing. I appreciate it.
[00:30:33] Maureen Power Sweeny: Thank you for the invitation. I always love talking with you, Steve. Thank you.