Episode #250:

Asmita Singh, Chief Marketing Officer at BARBRI Global, explains why the voice of the customer is the foundation of a durable go-to-market. She explains how trust is built on credible data, not cherry-picked claims. She shares how marketing can connect siloed insights across sales, product, and service. She also outlines how bottom-up models improve revenue predictability with finance alignment.

“In the go-to-market, voice of the customer is a foundational element because it can help you define and build better products and better marketing strategy. Your roadmap should be driven by what your customers are looking for.”– Asmita Singh

Asmita Singh shares how credible customer insight strengthens trust, clarifies ICP decisions, and improves forecast confidence. The conversation breaks down how marketing can connect siloed customer signals across sales, product, and service, then turn those signals into a roadmap that supports retention, growth, and measurable revenue outcomes.

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[Transcript]

[00:00:05] Steve MacDonald: Welcome everyone to the C-Suite Sales and Marketing Perspectives podcast. I’m Steve MacDonald, your host, and today we not only have, I think, one of the most important conversations in the world of B2B and our go-to-market strategies, but we’ve got a real expert on with Asmita Singh. And Asmita, you are a Chief Marketing Officer, and I want to learn a little bit more about, you know, Barbri and the company that you’re at here.

[00:00:29] Steve MacDonald: I’ll give you an opportunity to do that. But what we’re gonna talk about today is literally voice of the customer, how it drives, from your point of view, really the only way to drive a go-to-market strategy that truly lasts. And we’re gonna cover some of the toughest questions, like you and I just talked about this as CFOs.

[00:00:49] Steve MacDonald: We’ve all had the questions from our CFO. If I give you this kind of money, what can I expect? What kind of, how can you predict what that’s going to do in return for us? Right? So we become, at least if not good at answering that question, familiar with answering that question. But we want to kind of dissect why voice of the customer and go-to-market are so integrally linked and locked together.

[00:01:14] Steve MacDonald: But before we do that, I want to get into your background a little bit. And you started out as a Chemical Engineer. I have not ever had a Chemical Engineer on the podcast before. But you did take, in your postgrad, you did take marketing and majored in that. And you have very much a passion for not only technology, but for data, and having that help to really lead our decision making.

[00:01:39] Steve MacDonald: But I would love to have you explain a little bit more about your background before we get started.

[00:01:44] Asmita Singh: Thank you, Steve. Thank you. Very excited to be here and share a little bit of everyone’s journey. Hopefully it resonates with everyone. But my background, I can start it with, yes, I’m a chemical engineer turned marketer.

[00:01:57] Asmita Singh: It’ll take the entire podcast if you start talking about that journey. But the biggest thing to note in the background is I’m a passionate technologist turned marketer because I love understanding the science behind why people say yes. What is the behavioral science to say yes for making any purchases, whether B2B or a B2C.

[00:02:19] Asmita Singh: And it’s a lot more than just putting a pretty picture and creatives out there. It’s understanding the true behavior of that journey and every touchpoint with the brand. And with that, I spent over 18 years in marketing. I’m CMO at Barbri. If you have heard about that brand already, it’s a leader in legal education.

[00:02:45] Asmita Singh: Barbri is known for bar prep, or almost we touch every single lawyer in the world who is a lawyer out there, or a legal professional is aware of Barbri in these last many years. We have expanded that journey from entire legal education, coming to law school, with outside preparation during law school with our books, West Academic, and bar prep and professional education.

[00:03:03] Asmita Singh: So our vision is very clear, empowering every step of the legal lawyer journey globally. We provide educational products and services to students directly, and law firms and law school partners. Quite an exciting place to be in as a marketer today.

[00:03:23] Asmita Singh: I love driving growth. I’m passionate about marketing being more than just a function in the organization. It should be all about how it’s contributing to the top line, bottom line, and growth. So that’s the data part of me. Very excited to be here, happy to take all difficult questions, and keep the conversation going.

[00:03:45] Steve MacDonald: Well, good, because we had an incredible conversation before that I wanna recreate here. And I wanna start out with what we call tracking the trust gaps, with authentic reasons to believe and understand and evidence, right, that positions us as the Gartner or the Forrester trusted advisor.

[00:04:04] Steve MacDonald: And actually, it was interesting. Two weeks before this recording, Forrester came out with their next year predictions. And the number one thing that they talked about was trust and how that is so critical. It’s the number one thing.

[00:04:25] Steve MacDonald: In fact, what they said for B2B CMOs is that trust is the number one thing that we should be focusing on. That we have plans for almost everything, but we don’t have a plan for building trust. In fact, that comes to us as branding.

[00:04:48] Steve MacDonald: And then we have this perception internally that everything that we focus on, resources, mediation, time on brands, are gonna take away from pipeline. And so we kind of have battles internally, you know, the C-suite and our board and everything.

[00:04:58] Steve MacDonald: But I would just like to open it up and understand, from your point of view, the importance of trust and building that with authentic evidence.

[00:04:58] Asmita Singh: Yeah, that’s a great question, Steve. And we talked about this, but trust is the most important thing anywhere to make you buy or say big yes, or commitment.

[00:05:08] Asmita Singh: You want to make sure who is the brand you are working with. What are the numbers they are putting out there to tell their story? Gartner research, or there’s a lot of collateral out there. And even as an own consumer, you can feel like when it comes to comparing products and services out there, everyone just picks and chooses the data which best tells your story.

[00:05:32] Asmita Singh: So yes, trust becomes a big part to make sure your value proposition of the product is clear, and the data you’re using to explain that value proposition is trusted. You cannot just pick the boldest and the biggest number because it looks great on a case study to tell, like, hey, this is why you should work with this business.

[00:05:54] Asmita Singh: You have to make sure there is credibility in the numbers you’re putting out there. And as users on the consumer side, and as a provider on the marketing side, you can see the importance of why it’s so important.

[00:06:15] Asmita Singh: Because as a consumer, you can’t say everyone has the same best performance, because it’s averages, right?

[00:06:27] Asmita Singh: You can be one hundred percent right, you and your competitor, or like two other competitors in the bucket. So my approach in putting numbers out there is authenticity, credibility, and making sure what you’re putting out there is trustworthy and it’s telling the story.

[00:06:47] Asmita Singh: So be very, very cognizant about what you’re putting out there for building your communication strategy with your prospects and customers. Because once you build that trust, you got them. Once you lose that trust, you are losing them forever.

[00:06:49] Steve MacDonald: Yeah, it’s foundational. I mean, we all know B2B is a relationship based business, and that relationship is all based on trust. In fact, many years ago, when my wife and I got married, we decided that the number one, like, the way that we were going to keep our marriage alive and together was that we were never gonna break trust. But no matter what, we were always gonna be able to trust each other.

[00:07:10] Steve MacDonald: Right. And we made that a big mission, kind of, you would say, in our marriage. Relationships matter. Trust matters. And I have to say this, it came out of the most recent study from the Trust Barometer from LinkedIn and Edelman that, of 32,000 respondents worldwide, 61% think that we, as business leaders, are being intentionally misleading.

[00:07:35] Steve MacDonald: So when you say we pick and choose the numbers and the story to present, it’s kinda like our lives on Facebook are not really like what we are, right? You know, and they get it, and they know that. So that’s my takeaway from what you’re saying here, is that we have to build trust and authenticity.

[00:07:51] Steve MacDonald: We can’t just build the story we want everybody to know, because they’re not buying it these days, right?

[00:07:57] Asmita Singh: And consumers are smart, to your point. They can understand the differences. They can understand it. I won’t use names here, but there are marketing tactics for which just proving the odds of numbers and averages and the math never will make sense if you start looking at those numbers in comparator claims.

[00:08:17] Asmita Singh: I’ve never followed those strategies. I’m like, what is real? Let’s be real. Let’s stay authentic. And then, if you read some of those claims out there, they look great on creatives, but then when you see how exactly you came to that number, there will be a long list of exceptions.

[00:08:38] Asmita Singh: Are you only using this subset of audiences to come up with this claim? No. If you’re talking to a consumer, be transparent, be direct, and build the trust you need to, because you should trust your products and services. And if they’re driving value, you should be able to communicate that value with real data. You don’t have to cook up data or make up data.

[00:08:58] Steve MacDonald: And I know, like, a big part of our conversation before, building that trust, is also so that they feel like we get them, right?

[00:09:06] Steve MacDonald: And that’s why you were a very big proponent of the voice of the customer and deeply understanding that. And McKinsey came out with a study a couple years ago that said only 15% of companies actually, even though it’s the greatest path to ideation and innovation, only 15% of companies actually execute well on a voice of the customer program.

[00:09:41] Steve MacDonald: But you put it right at the top of the heap for what we need to be successful in the go-to-market. Why do you feel it’s so important?

[00:09:41] Asmita Singh: I can’t come up with anything else which is more important than voice of the customer. It is significantly important to understand who your customers are, understanding the ideal customer profile, their pain points, and you, as a marketer, have a new role to play.

[00:10:02] Asmita Singh: Never more important than now, which is to represent their voice to the entire organization, because everyone is trying to play this role of collecting those voices in a very siloed fashion.

[00:10:20] Asmita Singh: You have your customer service who gets great information by interacting with your customers every day. You have your product people trying to get feedback and validation on product features or your product out there. You have salespeople who are interacting with prospects and customers every day.

[00:10:45] Asmita Singh: And marketing, since it sits in the center of all that interaction, is the one who can take those real insights from every place and convert them into a strategic roadmap.

[00:10:45] Asmita Singh: Why it’s important? Happy customer, more customer, renewed customer. It’s a very simple basic. We sometimes forget why do we need to listen to our customer, but it’s a foundation. Somehow, sometimes, we forget the foundations and try to go after other things.

[00:11:00] Asmita Singh: But for me, in the go-to-market, voice of the customer is a foundational element, because that can help you define, build better product, build better marketing strategy, have the right relationship with your customers after they’ve become your customers, and keep them forever.

[00:11:19] Steve MacDonald: Yes. Yes. If we’re not focused on things like NRR, right, Net Recurring Revenue. And I seem to be quoting a lot of stats today, but Forrester came out with a study that said that in a B2B company, 73% of new annual revenue should come from our existing customers.

[00:11:34] Steve MacDonald: But think about the amount of time and effort we put on new logo development. And nobody’s saying that that’s bad. Nobody’s saying that. But the lack of effort that we put on beyond customer acquisition, like retention and expansion.

[00:11:54] Steve MacDonald: Right. And McKinsey actually did a study, and they showed literally the same amount of effort. What’s your return on customer retention versus your growth and return off of new logo development? And it was literally like this.

[00:12:14] Steve MacDonald: I’m just trying to accentuate the important point, because you answered the question first by how important voice of the customer is to customer retention, and I love that focus there. But then you ended it with, in terms of marketing and sales, the entire go-to-market strategy, it is the fuel that accelerates all of that.

[00:12:38] Steve MacDonald: It’s really, we kind of tend to focus on one, right? The go-to-market for new logo development, and not as much on the customer development.

[00:12:38] Steve MacDonald: And it leads to another really important part of our previous conversation, which is, I guess, the power of the word no. And because defining our ICP, it is so tantalizing to bring in customers that are gonna fulfill a quota, right?

[00:13:00] Steve MacDonald: And, you know, we’re gonna go into the next board meeting. You’re preparing for a board meeting right now, and somebody’s gonna say, how is this quarter’s quota going? They’re gonna say, well, what does next quarter look like?

[00:13:20] Steve MacDonald: So the focus on the short term development of revenue is so important that it’s like the shiny object, and we tend to then wanna bring in as much as we can.

[00:13:20] Steve MacDonald: But we know if we bring in the wrong customers that don’t meet our ICP, we won’t serve them. We’ll waste a lot of time and resources and product development that’s kind of maybe skewing towards them that shouldn’t. It’s going to be a detriment.

[00:13:20] Steve MacDonald: So tell me about how you guys think about the ICP and how that drives the go-to-market for you.

[00:13:44] Asmita Singh: Oh my God, I’m getting too excited about this conversation because, like, this is so important. Like, again, foundation stuff. How many times? I am pretty sure there must be good stats out there. But, like, every time, people spend way too little time to understand who your ideal customer is, and then they go too broad to hunt anyone and everyone, not just in marketing and sales, but it’s also true in, like, trying to build product for everyone rather than focusing on who is your 80% audience, who is your power user.

[00:14:13] Asmita Singh: Who is your ICP? And once you apply that lens of ICP, it’s an exercise which you should iterate a couple of times. Like, it’s not a one size you build in the beginning of the journey, and that’s your forever ICP. It evolves. But I highly, highly advocate building an ICP, focusing on ICP, and using that ICP to prioritize.

[00:14:37] Asmita Singh: It kills so much noise from your system, and it gives you so much clarity on what product and features to focus on. If you understand your ICP, it gives so much clarity in sales and marketing. Which target opportunities should we go after? To your point, like, you can fill your quota by acquiring the worst customer in your portfolio, but then you have a recurring revenue issue.

[00:15:00] Asmita Singh: If you’re a subscription business, or you can focus on going too wide and you are having a CAC problem. You are getting customers, but your profitability is getting screwed because you did not realize that they don’t match your ICP.

[00:15:18] Asmita Singh: So understanding ICP should be core to any organization. Everyone in the organization should understand the ICP, and that should be an ongoing exercise. It should be part of your training, onboarding, who your customers are. Everyone should understand.

[00:15:37] Steve MacDonald: It’s interesting, right? Because you could say these are kind of like marketing 101 basics, right?

[00:15:44] Steve MacDonald: I mean, understand your customer, identify your ideal customer profile. But I wanna ask your opinion about this because everybody who comes on, every C-suite executive who comes on the podcast, I ask them the question, what are your greatest challenges to creating long term sustainable growth?

[00:16:00] Steve MacDonald: The top three answers are always internal challenges.

[00:16:07] Steve MacDonald: Number one is lack of internal alignment. ICP alignment is one of those. The second one is a lack of a true understanding of the voice of the customer. Well, who has control of that? We do. And the third one was the balance between long term and short term.

[00:16:38] Steve MacDonald: But when I started asking this question, it blew me away because typically you think of challenges as you point outside, you know, and it’s like the market conditions or a brand new competitor, or, you know, we like to blame, right?

[00:16:56] Steve MacDonald: Like, when you talk to sales, like, that deal didn’t go down. Like, it’s, well, it wasn’t us, right? It was out. But as C-suite executives answering that question, we have control over the greatest things that determine our success.

[00:17:00] Steve MacDonald: And the things that you’re talking about here are not things that should be taken lightly. That’s what I wanted to make the point here.

[00:17:00] Steve MacDonald: And so, like, voice of the customer, you said there’s nothing more important. How do you operationalize voice of the customer? And I’m gonna throw a curveball into your answer here, all right?

[00:17:21] Steve MacDonald: Because we definitely have conversations in sales and customer success and product, but at the same time, those conversations in sales have a shield up between them, right? You’re being sold to. We’re not exactly having this kind of conversation that’s, like, really deep and really understanding the broad range that they see as their challenges.

[00:17:43] Steve MacDonald: And I’m not talking about your organization, but across B2B, the sales reps talk two thirds to three quarters of the time. So when the prospect talks, they’re usually reflecting back on what the salesperson has dominated the conversation with.

[00:18:00] Steve MacDonald: You would never say, I’m gonna devise a voice of the customer program and I’m gonna run it through sales, right? They just have a different mantra. And customer success, their job is to put out fires, ask questions, and cross sell and upsell, right? They are a sales organization.

[00:18:00] Steve MacDonald: Product is really focused on features. And so here’s my question to you, and I know part of your answer because you talked about the importance of one on one conversations before. But how do you get the true voice of the customer, and how do you operationalize that as a part of the business?

[00:18:27] Asmita Singh: Yeah, it is a challenge. It is something which we should all try to solve for. It’s a challenge, and I am very optimistic with the new AI and the tools and all the enablement around all the technologies. Those silos can be further broken.

[00:18:57] Asmita Singh: The way I have approached getting voice of the customer is, in an absence of having a streamlined process or a streamlined one place to look at everything, Salesforce is a great tool. You can get a lot about your customer and prospect information, et cetera.

[00:19:00] Asmita Singh: Creating more of a process on top of your existing org structures or functions, so having a cadence to get the sales insights back, having more structured information to get customer insight from sales, is an effort. It won’t come organically.

[00:19:19] Asmita Singh: What I do like are some of the things like, hey, every couple of months, we have a cadence to get all the recordings out there. We run through our copilot and other tools to get, like, what are the themes?

[00:19:40] Asmita Singh: Oh, is everyone talking about our pricing? Is everyone talking about our great features? Is there a timing issue? Let’s look at some of the themes, because if you choose to look from the lens of, yeah, over the period of time, sales is having the most volume of conversations, right?

[00:19:58] Asmita Singh: They give you the best insights that should streamline your product development strategy. Also, your marketing communication strategy or any major pivots you need to do in terms of pricing, packaging, and anything should come from those conversations.

[00:20:00] Asmita Singh: Applying the same lens on having a cadence to get the same information back from your other end of the funnel, which is customer surveys. We look at the same way our customer conversations, and a lot of times, in every organization, a lot of times they come as fires.

[00:20:16] Asmita Singh: I think we should, of course, put down the fires, but also have a process which could be quarterly, which could be monthly, to get all those conversations out and do that same analysis.

[00:20:38] Asmita Singh: What are the themes in the last quarter from all of these customer service conversations, and make sure you are deploying that into your strategic planning and then marketing and product.

[00:20:59] Asmita Singh: We all do surveys, or do advisory boards, or do customer listening sessions. Take that big piece of data you have to triangulate some of this to create strategies.

[00:21:00] Asmita Singh: But if you pick or choose or leave one, you’re not doing the right service to the organization in building the right product or building the right longer term strategy. You have to do all of this. It’s a commitment to make sure everyone is aware of what are all these conversations in the organization.

[00:21:20] Asmita Singh: How many advisory boards do you have? How many customer surveys do you do? How many NPS surveys do you do? Make this data available. Don’t try to hold the data with one department. Make this available.

[00:21:20] Asmita Singh: Make this part of your strategic planning. Make this part of your annual planning or a five year planning, but start from that perspective.

[00:21:42] Steve MacDonald: I can only guess, but it sounds like you’ve kind of taken the mantle for taking all the silos of voice of the customer and bringing them together, because sales isn’t doing that, you know. Product isn’t doing that. It’s why Gartner and Forrester and McKinsey and Deloitte said today’s CMO for a B2B needs to be a Chief Customer Officer as well.

[00:22:04] Steve MacDonald: Because that role, we don’t usually have a Chief Customer Officer or a Chief Experience Officer in a B2B company. And I don’t know why, quite frankly, because that is, to your point, the most important thing, right? So how do we take all of this and answer that CFO question, Asmita? How does this make our go-to-market strategy and our revenue growth more predictable if we do this?

[00:22:32] Asmita Singh: Yeah, that’s a conversation I love to have with our CFOs. All organizations, any organizations I have worked in the past, how it helps is like every CFO or your board, they want to hear your revenue predictability with confidence. If you build your strategic roadmap bottoms up, which is driven on data, revenue predictability becomes a part of your process rather than just putting some guesswork.

[00:22:58] Asmita Singh: So I adopt this methodology in my workings all the time, which is like, let’s try to build up revenue bottoms up. Let’s try to understand your quarterly last year’s trend. So you are looking not just at a window of highs or lows, you are looking at more of a trend over the period of time.

[00:23:20] Asmita Singh: Build a model with your finance, which they agree upon, like these are the right levers, and that helps you refine your revenue predictability. That helps you define your growth targets. Yes, we all wanna have a top down approach, but I also think the validity of taking a bottoms up approach. They should all meet. I think sometimes bottoms up approaches have their own limitation.

[00:23:44] Asmita Singh: It won’t tell you the opportunity out there. So you have to challenge some of your assumptions, not just looking historically. You have to look at, oh, the market suddenly got changed. Maybe last year I only grew this product 6% because there is this new emerging audience, or we have made a major update on the product. So you can’t just use historic data.

[00:24:05] Asmita Singh: You have to take inputs of your external changes as well. But your revenue prediction model should use levers in building that predictability and also have a method or way of refining that constantly or periodically.

[00:24:29] Asmita Singh: So that’s the approach which makes marketers look more credible when they are having these conversations with CFOs. And once you start delivering on those models, that credibility starts growing. And also, like, yeah, I get it, what you’re doing. I know what you need this paid media money for, because you actually have a model to show your growth or the alignment of that money to driving either lead volume or qualified lead volume.

[00:24:49] Asmita Singh: But, you know, how to track this end to end funnel makes the conversation easier with your CFO and the board.

[00:24:56] Steve MacDonald: So there was part of our last conversation that you talked about, marketing’s role in helping to reengage stalled deals in the process, right? Like if we really want to get credit for being a significant part of the revenue engine of a company, we’re gonna bring leads in, but we’re gonna help leads that get stalled or deal opportunities in Salesforce. And 86% of deals in the B2B world stall. So we got a lot of opportunity to help. What is marketing’s role in reengaging stalled deals?

[00:25:28] Asmita Singh: I think marketing plays a huge role in every touchpoint of that process. Some old school thoughts could be like, hey, once I’ve generated X number of leads, my job as a marketer is done.

[00:25:41] Asmita Singh: I don’t believe that. I think a marketer’s job is equally important until the entire lead is closed to a customer, and also after you are a customer. It’s also important, the touchpoints beyond the life with the organization, the renewal process, because marketing is the connective tissue between all of these touchpoints.

[00:26:05] Asmita Singh: We brought a prospect to the pipeline because of the way we communicated the value proposition. Now sales is taking that into more persuasive conversion translations. But marketing, at that time when you’re having sales conversations, should provide validating data, validating case studies as additional touchpoints.

[00:26:30] Asmita Singh: It should not be like, now it’s with sales, marketing will step back. No. When sales is talking about, hey, one of my products can help you show an ROI improvement within your organization within an hour, marketing should send a case study to that person’s inbox which is validating what they just spoke to the salesperson.

[00:26:51] Asmita Singh: So it’s like multi touch connections, but they are not going into two different topics. It’s building upon how sales is approaching a conversation. Marketing becomes an assistive engagement or reengagement.

[00:27:00] Asmita Singh: I find that very, very valuable in keeping progressing your QLs to final close won, and also to have some kind of understanding with closed lost as well.

[00:27:20] Asmita Singh: Not to throw any salespeople under the bus, but if you look at the data, why salespeople will say they won a deal is because they’re great salespeople. Why you lose the deal? Because your pricing is too high or your product is not a fit. But marketing can play a role to get a deeper understanding on closed lost.

[00:27:41] Asmita Singh: And that’s where you can send a closed loss survey or closed loss engagement strategies. And often, when you have that kind of engagement, you can revive that prospect.

[00:27:52] Steve MacDonald: I’ve got one last question for you because we’ve talked about so much here, and our poor human brains can remember about two or three things max at a time.

[00:28:01] Steve MacDonald: If there was one thing that you wanted your C-suite peer community that’s taking this in, or VPs of sales or marketing, what is it that you would want people to take away? The most important thing to take away from our conversation today?

[00:28:17] Asmita Singh: It’s the same three things which you talked about, the challenges with C-suite. I would say the number one thing every C-suite or peer community should focus on is having a strategy to connect customer voices in a more meaningful way across the organization and use that as a tool to devise your growth strategy, and to make that information available across functions, across the organization.

[00:28:44] Asmita Singh: Make that your organization goal. Everyone should understand who your ICP is, what your customers are saying, and build those connection points. But most importantly, your roadmap should be driven based on what your customers are looking for.

[00:29:00] Steve MacDonald: So in other words, truly be customer first. Truly be customer obsessed and not just say it.

[00:29:06] Asmita Singh: Not just on paper. Say I’m customer first. Truly become that steward, and especially for marketers, you all have a great opportunity to become that center of the conversation because you cross all functions, all businesses. No one else can do that connection better than the marketers.

[00:29:24] Steve MacDonald: I think that is a fantastic note to end on.

[00:29:27] Steve MacDonald: And here’s one thing. I know people are gonna have questions. Would it be appropriate if I gave out a link to your LinkedIn profile that people could reach out to you with questions?

[00:29:35] Asmita Singh: Absolutely. I would love to participate in any brainstorming conversation, all like just to educate myself. I’m a lifelong learner, as you call it.

[00:29:42] Asmita Singh: So if you have things to share with me on LinkedIn, please do. Or if you would just want to connect with me on LinkedIn, happy to.

[00:29:50] Steve MacDonald: Well, you know, I have to say the mission of this podcast is to come from a C-suite perspective, because as C-suites, we not only have perspective on our functional role over marketing or sales.

[00:30:02] Steve MacDonald: But we have to look at how do we grow the organization overall, right? We take on new responsibilities for the growth of the organization, accountability to the board at the C-suite level.

[00:30:26] Steve MacDonald: And if we can have C-suites come onto the podcast and share from their perspectives, their insights, their experiences, their recommendations on how we do that, then I call that the rising tide that lifts all boats. And you were an amazing part of that rising tide today. I just wanted to say thank you.

[00:30:30] Asmita Singh: Thank you. It’s my pleasure to be here. And really excited to come into this podcast with such an important topic. And you made the conversation interesting by sharing a lot of great data points as well, industry insights. I truly enjoyed the conversation.