Marketers of Technology
00:07:22 · Andres Figuera, Thalía Diedrick
[00:07:22] S1: Okay. And since... And you mentioned that you... You've been three years at GoTu. Right? And all the trajectory you've had within. And how was it at the beginning marketing the service to now? Like, could you do a comparison of how it has been? [00:07:37] S0: Yeah. So when I joined the team, I really was filling a gap, in my opinion, of being a more data driven marketing organization. We were very brand centric initially, which is very common in dental. I think dental and healthcare in general can take a more branding approach because it's traditional, it's less digital, trade shows are very common, out of home marketing is very common. And where I really focused on was utilizing data and analytics and my strengths to make a case for more digital channels, for a more digital approach in general, and for being just more strategic with our spend by really implementing harder and more rigorous attribution methodology specifically. So, when I compare when I joined to now, I would say that now we're very aggressive with attribution. We test fast and we kill even faster. We like to experiment, but we're also we're not willing to do things just because they're the things to do, especially in our space where things like trade shows or things that are very branded brand heavy are common. We want to question everything and we want to make sure that we're keeping ROI in mind.
00:07:37 · Thalía Diedrick, Andres Figuera
[00:07:37] S0: Yeah. So when I joined the team, I really was filling a gap, in my opinion, of being a more data driven marketing organization. We were very brand centric initially, which is very common in dental. I think dental and healthcare in general can take a more branding approach because it's traditional, it's less digital, trade shows are very common, out of home marketing is very common. And where I really focused on was utilizing data and analytics and my strengths to make a case for more digital channels, for a more digital approach in general, and for being just more strategic with our spend by really implementing harder and more rigorous attribution methodology specifically. So, when I compare when I joined to now, I would say that now we're very aggressive with attribution. We test fast and we kill even faster. We like to experiment, but we're also we're not willing to do things just because they're the things to do, especially in our space where things like trade shows or things that are very branded brand heavy are common. We want to question everything and we want to make sure that we're keeping ROI in mind. [00:09:12] S1: And in that questioning of what really is worth it, what you should follow due to the status quo, or what you don't want to do, what have you found that you really want to keep on pursuing and what do you feel can be left behind? [00:09:24] S0: So for us, I really have top of mind right now. It's like with AI, and I'm kind of gonna speak out of both sides of my mouth right now, so don't kill me. Go out
00:09:24 · Thalía Diedrick, Andres Figuera
[00:09:24] S0: So for us, I really have top of mind right now. It's like with AI, and I'm kind of gonna speak out of both sides of my mouth right now, so don't kill me. Go out [00:09:34] S1: of head. This is a taste test.
00:09:36 · Thalía Diedrick
[00:09:36] S0: With AI right now, I think, and I've heard this, I'm not the first one to say it, but I think that brand and distribution are very important. So, where are people coming across your product? Where are they coming across your solution or your service? And what do they think about you? Where's the what is your reputation? How much credibility do you have? Are you a thought leader? Are you respected? Are you trusted? So for me, being so radical and aggressive about attribution and about data analysis doesn't necessarily mean that we don't take our strategic bets. I heard this quote that I take to heart is like, if you're constantly only optimizing, you're just dying slower. That's not strategy. So, I like to keep a healthy balance. But what we're focusing on right now is mainly those two, right? What are the channels and what are who are the partners that we can really trust to help us get our solution in front of the right audience in the most efficient way that brings the most success, most bang for our buck in that way. And then on the brand side, we run a very large workforce report. It's pacing to be the largest workforce survey and industry report ever, which is pretty common in dentistry. So, it's not a small feat. But what it's done for us is it's allowed us to advocate for our audience in a meaningful way for their quality of life, for legislation, for dental hygienists, and to show them that we care about them and that we care about the work that they're doing. And to us doing right by them through this research and through this thought leadership effort, it's building that trust and building that credibility. So I'd say like those two things are what we're doubling down on right now that are top of mind for sure.
00:11:46 · Andres Figuera, Thalía Diedrick
[00:11:46] S1: No. And I love how you're mentioning that this is like with the workforce report and how you're helping out the dental industry per se in that. You're allowing them and showcasing something that they need without specifically highlighting your product, which places you in a situation of doing a service to the industry that then places GoTu as an authority because you are being able to really create this trust by doing a nice deed. I think that's just amazing when hearing you speak about it. And, Thalía, you also mentioned that when you started at GoTu, you were about a team of 13. Is that correct? Yes. And how about now? How is your team looking now when you're the CMO? [00:12:27] S0: So other than myself, we're a team of three. So, three plus What? And we're quite larger. We're significantly larger as a company. Our growth and marketing contribution has increased dramatically as well to revenue, to new business. It's really it's been amazing. And, well, I'd say like one efficiency. Efficiency was key, optimizing was key, but we are AI evangelists. My entire I consider us a native an AI native team. It's part of our DNA and it's part of even our problem solving motion.
00:12:27 · Thalía Diedrick, Andres Figuera
[00:12:27] S0: So other than myself, we're a team of three. So, three plus What? And we're quite larger. We're significantly larger as a company. Our growth and marketing contribution has increased dramatically as well to revenue, to new business. It's really it's been amazing. And, well, I'd say like one efficiency. Efficiency was key, optimizing was key, but we are AI evangelists. My entire I consider us a native an AI native team. It's part of our DNA and it's part of even our problem solving motion. [00:13:06] S1: I can only imagine and that is the way it needs to be nowadays just because AI is embedded into everything that is going on now. It's getting even a little bit annoying because I can't stop just reading something and feeling like I'm being bombarded by AI slob or somebody that's doing something with AI. It's like, when am I gonna finally speak with a person? And that's why I'm so glad to be hosting these shows because this is the little humanity that is left still. [00:13:30] S0: Yes. This is part of that second piece. Like if just with AI, like human connection and what people think and believe about you as a person and as a brand and as a company, that's what really is going to matter because there's everyone's going to be able to write a decent email.