Recognizing Impact: The Power of Revenue Enablement

May 11

Featuring Alyssa Glassman, Director of Revenue Enablement at recharge

Alyssa leads Revenue Enablement for Recharge, a platform that helps the leading direct-to-consumer brands grow and retain a loyal customer base. Alyssa's enablement experience spans Fintech, working with companies in payments, blockchain, and traditional SaaS sales. Alyssa works remotely from her home in San Francisco and loves to spend time with her family and friends.

Here’s a glimpse of what you’ll learn:

The importance of recognition in tying impact to business success.
The right timing for a sales kick-off.
Alyssa’s experience at Ripple and Recharge.
The importance of delivering meaningful content and organizing around major product releases.
The value of peer recognition to identify who is making the most significant impact on the business and who is making work easier.
The essential skills needed to enter the space of revenue enablement.
The value of measuring proficiency in key areas to determine where to direct time and effort.
Strategies to enable cross-functional and peer recognition.

In this episode…

How do customer-facing teams get the content, tools, and training they need to succeed? When it comes to revenue enablement, there are three core buckets that are used to ensure go-to-market-facing teams have everything they need to deliver the right message: role-based training, product and market training, and tools and process training. A widely unknown term, revenue enablement is an important scaling function, creating consistency as companies grow in messaging and products, and creating systems for information delivery to unite teams and aggregate feedback.

In this episode, Alyssa Glassman, Director of Revenue Enablement at Recharge, shares her experience in the Fintech industry scaling companies by building out executive briefing programs and enablement functions. Revenue enablement is a high-impact, low-headcount function that unites teams and creates a system to aggregate feedback so that all functions have the right training and content to effectively deliver. Alyssa emphasizes the importance of consistency in brand messaging, communication audits, and identifying communication gaps in a remote environment.

Resources Mentioned in this episode

Sponsor for this episode…

This episode is brought to you by Kennedy Events.

Kennedy Events creates stress-free conferences and events, providing expert management and design for all your corporate event needs — from in-person to hybrid and virtual events.

To learn more about our services, visit our website at www.kennedyevents.com and schedule a consultation today to find out how we can guide you in making your event successful.

Transcript

Paige Buck [00:00:04]:

Welcome to the Kennedy Events podcast where we feature top marketing, communications, and future-of-work leaders and share their biggest takeaways and insights. We love these conversations and hope you will too. Let's get started. Hi and welcome to the Kennedy Events Podcast. I'm your host to Pageback. Past guests include Kara DeFabio of Economic Security Project, Julie Liu of AvePoint, and Jonathan Stone of Cloudera. And today I am delighted to have Alyssa Glassman who leads revenue enablement for Recharge, a platform that helps the leading direct-to-consumer brands grow and retain a loyal customer base. Alyssa's enablement experience spans across fintech working with companies in payments blockchain and traditional SaaS sales. Alyssa works remotely from her home in San Francisco hello across the bay and loves to spend time with her family and friends. Today's episode is of course brought to you by Kennedy Events. Kennedy Events creates stress-free conferences and events, providing expert management and design for all your corporate event needs, from in-person to hybrid and virtual. And you can learn more about us@kennedyevents.com. Hello Alyssa, thanks for being here today.

Alyssa Glassman [00:01:22]:

Thank you. Excited to be here.

Paige Buck [00:01:24]:

Thanks. So you're going to have to back up and give us straight from the beginning, what the heck is revenue enablement? What is enablement for folks who've never heard of that framework before?

Alyssa Glassman [00:01:34]:

Yes, absolutely happy to dive in there. You may have heard of sales enablement if not revenue enablement, but today we look at how our customer-facing teams get the content, tools, and training that they need. And that typically takes the form of three really core buckets. So we have role-based training, product, and market training, and tools and process training that we deliver on and then make sure that our go-to-market facing teams, our sellers, our account managers, and our partner managers have the right content to deliver that message.

Paige Buck [00:02:10]:

How? In like a mid-sized fast-growth company if they don't already have someone like you and the framework for this in place, who needs to be persuaded that enablement is a smart investment and that this is the direction to go.

Alyssa Glassman [00:02:25]:

This is like the million-dollar question. It gets asked a lot. I would say. In my opinion, I think that if you have a product-market fit, that is the right time to bring in enablement. We are a scaling function. We help you to scale your impact. We are a low headcount and a high impact. And so once you found that product market fit, that tends to be the right time to bring in someone to handle enablement for you and help to make sure that you have consistency as you grow in your tools and process, as you grow in your messaging, as you potentially create multiple products. And that would be my best piece of advice. But the best enablement orgs definitely have strong support from the leadership teams, typically the revenue leadership teams. And so that's a really important relationship

Paige Buck [00:03:17]:

To get down how do you sit within the organization? Do you report to the head of the Chief Revenue Officer directly?

Alyssa Glassman [00:03:25]:

Yes, so I report to our VP of Revenue, and within revenue we have sales account management partnerships, and then my team reports and so we sit alongside those teams.

Paige Buck [00:03:38]:

Wow. And then how do you think the best enablement teams work among and alongside the other teams

Alyssa Glassman [00:03:51]:

I think that it's really critical to dial in what are the high-priority initiatives, especially when it comes to role-based training. We want to be more strategic there. So how do we partner with the leaders of those teams, our sales leaders, our account management leaders, and our partnerships leaders, to figure out what is a high-priority OKR that you're focused on? For example, with our partnerships team, we've been really working on how do you co-sell an account map. With our partners, especially in the D to C, direct to consumer, we're seeing that budgets are tightening up, and our partners are receiving less business or smaller budgets. And so how do we partner with them to target some of the leading B to C brands for the right type of work and make sure that that ladders up? That being said, product and market, we would love to have a comprehensive strategy around that but it really just depends on where you're at. I'm very familiar with working in Series B to Series C companies. Sometimes that product vision extends a year out, sometimes it's a lot more short-term. So I think in a lot of cases that can be more tactical, that it can be strategic, but it really just depends on sort of what stage your business is at.

Paige Buck [00:05:08]:

If a company is at a later stage in all of this and they're sort of like just bringing in enablement now. Are there sort of reverse engineering for enablement? Are there challenges or frictions internally that you have to overcome?

Alyssa Glassman [00:05:22]:

Yeah, I think that you would probably want to start with an audit. What is the messaging that's going out? Is there consistency? We're not responsible for the source content that typically comes from our product marketing team and the marketing folks. So they're here to really set our mission, our vision, sort of that brand guidance and then we're here to really amplify that message. So the first thing I would look for is like do we have a brand message, do we have a brand voice? And then are we using that consistency consistently today to see if we need to reevaluate and retool? And then I would also look to get some measure of proficiency in those three key areas to see where we should be spending our time. Is the product coming out with a lot of new features that we need to train the team up on? Do they have a strong understanding of the marketplace and can speak from a standpoint of thought leadership? So just understanding the organization. And there are natural ways that organizations communicate. We work in a remote environment, so it's a particularly interesting one. There's like less water cooler naturally how you share information. So it's kind of like doing an analysis to figure out where you have those gaps and then doing a work back plan from there.

Paige Buck [00:06:43]:

Yeah, I love the audit concept because you can just pause and get everybody. You can all agree this is where we are now. These are the challenges that we face and then identify together what the plan is going forward. So then how do you help ensure that sales is a good partner to the product team?

Alyssa Glassman [00:07:01]:

Yeah, I think that's incredibly important. I think it's creating systems for that information to be delivered. So how do we get the product the information that they need without product having to sit in every meeting? Gong is like a huge resource for us at my current company, and we really rely on that to be able to aggregate up feedback. So if we have a new product launching, we can create keywords, we can see what percent of external calls involve that new product line, and we can get insights into both how we're positioning it, but also the customer sentiment and the reception to a new product introduction. So aggregating that up. I think there's a really important piece as well with feature requests to be able to tie that to MRR and for us to communicate it.

Paige Buck [00:07:51]:

Help me unpack your acronym. MRR.

Alyssa Glassman [00:07:55]:

Monthly recurring revenue. Of course. Yes. No, I'm happy to break it down. Coming from the blockchain and crypto space, I actually think it's really important to make sure that you're always breaking down acronyms. So thank you for oh my gosh.

Paige Buck [00:08:12]:It doesn't matter. Every industry has their own. We have ours. We have an academic client where every time academia and acronyms, you're like, stop, do again 100%.

Alyssa Glassman [00:08:28]:

Yes. No, I think that's super important. So I actually think what's really critical is breaking down those one-to-one communication lines and starting to create systems that underlie it. And for that, we really depend on our revenue operations team to make sure that our CRM has the right data that we can input and share with the product. We work with product support to make sure that any sort of requests that are coming in via our product board or candy can automatically connect with our product team. So that's where process training comes in. It's like, how do we design a system to make sure everyone has access to the right information that they need and we have a centralized source to make decisions from?

Paige Buck [00:09:11]:

It's fascinating how you're like building it while you're flying it and then continuous improvement. You mentioned Gong. What are some other tools that you rely on to gong is definitely important.

Alyssa Glassman [00:09:24]:

One, and I constantly feel traffic controller. I'm like, all right, it's come down the runway.

Paige Buck [00:09:32]:

Yes.

Alyssa Glassman [00:09:33]:
So our CRM is really critical. We did a move from HubSpot to Salesforce more recently, and it's a challenge. It's moving into a new CRM. It's sort of like moving into a new neighborhood. You're like, oh, this is different. Where's my coffee? Where is mine?

Paige Buck [00:09:54]:

Just connecting all the little dots to realize, like, I have so much discomfort that I don't know where the dry cleaner would be when how often do I take anything to the dry cleaner?

Alyssa Glassman [00:10:03]:

Never 100%. So, yeah, having your CRM is really foundational from an external perspective. With messaging, we use outreach, which is really critical for our messaging component, just tracking. We use a tool called High Spot internally for our content management system. It's really important to have our content, like, organized in one spot, have a spot that you can go to for trainings, recordings, decks, externally facing material. And then we also use an internal LMS for all of our courses and things like that to certify our reps. So those are just a few tools that we rely on pretty heavily.

Paige Buck [00:10:48]:

There's so much data. Organize and structure slack. Yeah. And be able to easily access and then connect up all of the dots. It's a really big lift in and of itself.

Alyssa Glassman [00:11:00]:

It is, yes.

Paige Buck [00:11:04]:

On the event side of things, I'm just curious what you think. If it were entirely up to you in a calendar year or a product development cycle, what's an ideal training and event cycle or calendar look like for you?

Alyssa Glassman [00:11:21]:

And are we talking about, like, virtual and in-person?

Paige Buck [00:11:23]:

Yeah, I'm thinking, like, number of touch points and around what?

Alyssa Glassman [00:11:28]:

Yeah, I actually just aggregated up these numbers for Q One. So we did, I believe, 18 trainings across role-based trainings. So not everyone would go to all the role-based trainings because they are tailored for an account executive versus an account manager, for example, including product and tools and process trainings. Last year, I think we did 78 pieces of training. This quarter was really heavily focused on product for us, and this past quarter was inclusive of our SKO, so our sales kickoff. So for me, probably about 80 touchpoints. It's pretty significant with SKO being, like, the larger event that we produce in the year, whether that's, like, virtual or in person.

Paige Buck [00:12:20]:

And is there a time in either the product cycle or the fiscal year when an SKO makes the most sense? I feel like it's always competing with other priorities.

Alyssa Glassman [00:12:31]:

It totally is. We were just having this conversation about when is the right time for sales kick-off because when you schedule it at the beginning of the year, your metrics will lag from the outset of the year. If you're on a fiscal year, that's not ideal, but do you want the year strong? We also typically have president’s clubs at the beginning of the year, so typically I've seen SKO happen in January or February, but I have also last year, I did it in April because everything got shut down with COVID and we were like, we don't know if we can do an in person event. And we just didn't feel strongly enough about our ability to pull that off without getting it pulled back. And based on our product release schedule, april made more sense for us. So historically, we have targeted, like, first month of the quarter just so that we can get reps out, but we're often competing with QBR's President's Club at the beginning of the year. So it's like you just kind of have to put your stake in the ground and make sure that the content really delivers. And for us, that means organizing around a major product release repackaging effort, making sure that there's something really, like, topical and meaningful for us to work around.

Paige Buck [00:13:47]:

I wonder if kickoff isn't just a misnomer altogether. It's like a sales rally.

Alyssa Glassman [00:13:54]:

I know. And now we're trying to fold in this revenue kickoff.

Paige Buck [00:14:00]:

Meanwhile, it's happening as we speak. Well, you weren't waiting for this to execute.

Alyssa Glassman [00:14:06]:

Yeah. And we had the opportunity to work together on a virtual sales kickoff in.

Paige Buck [00:14:12]:

The middle of COVID which was unlike anything else, and I feel like inspired virtual and hybrid and live and just how much energy was needed.

Alyssa Glassman [00:14:24]:

So much energy. I also just learned so much. I will never go into any event without a run of show, no thanks to you and Mary.

Paige Buck [00:14:33]:

You have acronyms.

Alyssa Glassman [00:14:35]:

Yes. Those run of shows are critical. And I learned so much about event production and event management through that process, which I don't even know if I would have had that exposure had we not done it in a virtual format first.

Paige Buck [00:14:52]:

Right. No. Instead, that is definitely one of the huge advantages of virtual, was that the client side gets a huge education in seeing how everything has to come together. There's been another effect. Has been. And you've probably experienced this with live or hybrid events as well, that you can demand more to make a better show because everybody's expectations went way up.

Alyssa Glassman [00:15:20]:

Yeah, it's funny. I feel like you were saying this earlier, too, about how we're not just building ten-year playbooks. What works now is probably not going to work in a few years from now. And I even think about my own sentiment of if I'm getting an invite for a virtual event now, I'm probably okay with it. But a year ago was so burnt out on virtual events that you couldn't have paid me to get there, and I put them on.

Paige Buck [00:15:47]:

I hate it. And I recognize that this is the same experience that my invitees are having. Yes. They have so much resentment.

Alyssa Glassman [00:15:55]:

I do think one of the big things that we learned, though, is that recognition really matters. There's a Stanford lecturer who says, Mondays we commit, Fridays we celebrate. In our last sales kickoff, we recognized about 48 individuals across the organization and across the six-hour program. We had over 2000 chat responses, which were mostly people cheering for their team members. And I think that what sales kickoff does so well is it really recognizes the individual and the team contributions. And I think that's something to really remember throughout the year. It's just like how much recognition matters, especially in a virtual environment.

Paige Buck [00:16:37]:

Wow. Yeah, talk more about that because I know for myself when I moved to working remotely and when I started working for myself and there wasn't like whatever, whether it was the water cooler conversation or just the passing remark, you just felt like you were living a little more in the vacuum. And I had a business coach that used to I would say, oh yeah, I closed that sale. And then today I'm working on and she'd be like, stop, stop, pause. She was like, I know we're on the phone, but like, I don't know, stand up, wave your hands around, do something like clap for self-recognition and a pause so I know what it looks like or I try to remind myself what it needs to look like personally, professionally. How do you create moments for recognition? How do you thread that throughout other.

Alyssa Glassman [00:17:31]:

Things that you're doing? Yeah, I think it's really important. We created a template at SKO this year that we've been using in quarterly updates now for the teams where we share out promotions, which I think everybody typically does, but we tack on a leaderboard, we tack on cross-functional recognitions of team members who really helped our sellers or really helped out our implementations. Team, we want to make sure that the accomplishments aren't just like the numbers and the team-wide recognition, but it's as simple as putting someone's face on the side, making sure we attach some we use a tool called Bonusly, Bonusly points behind it to celebrate because it is really important. And I find myself I'm super extroverted. I'm like ENFP, put me around the people and work from home sometimes it's like, how do you get that engagement that you need? And for me, I will say it almost feels like dopamine snacking of like dopamine, snacking.

Paige Buck [00:18:36]:

Yes, this just felt so good.

Alyssa Glassman [00:18:38]:

Let me keep going. And I also go into a co-working space because I just personally but think creating moments where you do that recognition in group settings is really important. And doing it regularly, whether it's like your team, my team, we do everything from mood meters to celebrating success. We always have little sort of check-ins for ourselves. But doing it in a group setting as well and recognizing that work I think is really valuable because our team members are working really hard right now and we're asking everybody to do a little bit more with a little bit less. It's like what is going on these days in the industry, and we want to make sure we recognize the work that's going in.

Paige Buck [00:19:24]:

It also sounds like one of the keys that you've harnessed and know that you need to unlock with recognition isn't just like, Great job, Alyssa, great job. You got 100 out of 100, but it's reflecting and amplifying the values. Specifically, you helped in this way and calling on if cross-functional is really critical to you, as it must be, then demonstrating that the recognition is coming for supporting that.

Alyssa Glassman [00:19:56]:

Yes, it's absolutely tying it to impact. Like, what impact did you have on the business? What impact did you have on an individual? We also did, like, a cross-functional team recognition at our last SKO. So we had individuals nominate someone from a separate team in the revenue.org. So an account executive could nominate a partner manager. A partner manager could nominate an account manager. And that cross-functional recognition was just super powerful. Not just to have leadership recognizing individuals, but also hearing from a peer level, who's making an impact? Who is making my work easier? Who is helping this customer get over the line, who made sure that we tackled this challenge that came out of implementations and really developed a sense of empathy for what we all do in our day jobs? Because you can't see it immediately.

Paige Buck [00:20:55]:

Yes, I love that. I also love that question, who's making my job easier?

Alyssa Glassman [00:20:59]:

We all care about that.

Paige Buck [00:21:02]:

Yeah. I think even if you have a great culture of recognition and appreciation, sometimes you do it. It becomes really easy, but then you don't always pause and articulate the why. She's just awesome. I just love her. She's just great. Let me pull up or, like, rewind. Back up, back up. Back way up. How did you get into this? What's your expertise and background that you ended up in this field?

Alyssa Glassman [00:21:30]:

You know what? I have a very circuitous path. I mean, enablement as a function is newer. I think the number of job wrecks in enablement has grown like 250% in the last five years. I think it's been called a lot of different things over time. But I started out as a seller and an account manager. Actually, my first job was on a help desk working for Bloomberg, a traditional fintech SaaS company. We also, by the way, sold T One lines because we, like, hardwired.

Paige Buck [00:22:01]:

Hey, if you want to talk about tech that's old and Bloomberg the intersection here, I worked on a trading floor, rolling out the equipment with, like, one Bloomberg unit. Those Bloomberg terminals, I was selling terminals. Yes.

Alyssa Glassman [00:22:20]:

I was the seller. I actually wanted to transition to tech and had a tougher time doing it. Just kind of like, moving my experience over, and I ended up having an opportunity to start a retirement planning business. So I worked with small businesses in the Bay Area to set up 401K plans for their employees and their benefits. I loved doing it. Having my own company was great, but I really felt somewhat resource constrained, and every decision was a trade-off. It was like, do I want to put my money into resolving this issue, doing more client acquisition? And it was also the time when there was a lot of fee compression. And so I made another pivot. I joined Ripple, which is a cross-border payment solution leveraging blockchain technology and a digital asset called XRP. I know that's a lot of phrases.

Paige Buck [00:23:16]:

But I was, anybody just brings blockchain in, and people are like, sure, you know what?

Alyssa Glassman [00:23:23]:

And everyone is so sure. Sure that I was brought in to build out their executive briefing program because a lot of leaders within banks, payment providers, and within regulatory bodies really wanted to understand how does blockchain work and how can it work in our payment systems? So we were setting up executive briefings globally, supporting our event strategy, and hosting them out of our global offices in San Francisco, London, Sao Paulo, Dubai, Singapore. And that was just an incredible opportunity. But when the Pandemic hit, I had this moment of like, oh, crap, what's going to happen to my how do we keep doing this? And at the time, I was doing a lot of sales onboarding, and so that was really when I started to build out the enablement function. And within, like, six months, I sort of saw the path of like, okay, we're going to be hybrid remote for a while. We need to develop to build trust and gain commitment in a virtual environment and had a platform to do that with a broader audience. And that's where I ended up building out the enablement function. And I've done this now for going on about four years, both at Ripple previously and in Recharge now. So for somebody looking to get into this space, I think if you have experience working with customers, I think that's incredibly valuable. Whether you've been a seller or an account manager, if you have a passion for helping people understand different topics, if you have a passion for understanding how process works, if you like knowing everybody internally, it's a great place to be. I absolutely love what I do.

Paige Buck [00:25:17]:

It also sounds like you must have a really strong hidden talent for connecting the dots, both the technological dots to make all of the tools that you bring to bear to make this work, and the ability to express complex ideas like, I'm sorry, Alyssa, what the heck is blockchain anyway, right? Break that down without making somebody feel like a fool. Yes, those are some real skills.

Alyssa Glassman [00:25:48]:

Thank you. I appreciate that. Yeah, it's been a journey. I think it's really just about being curious and sort of taking an ownership mentality that works really well in this type of function.

Paige Buck [00:26:03]:

Yeah. You talked a little bit about what we're being called on to do in this moment of, like, will we or won't we have a recession? What is happening with our economy only constant changes. What are some of the challenges you foresee in the next twelve to 18 months of wherever we may be going economically, what you're going to have to do to hold steady or continue growing?

Alyssa Glassman [00:26:32]:

Yeah, I think it's a great question. I think that from a macro perspective, we've seen a lot of layoffs in the industry, and that doesn't mean that that work goes away. I think that work is absolutely there. I think that a lot of that work will end up being contracted out. So I do think that there's a really great opportunity for people to build advisory or consulting businesses where they're doing that work externally, especially if they have relationships in. So for my world, that might be connecting with folks externally from a tools provider or something like that, where maybe I'm working with a company, but we're actually working with a lot of consultants on their behalf. So I could certainly see that being a strong possibility. I think when it comes to e-commerce specifically, we've seen a lot of stock impacts on companies like all birds, like Hymns. And so how do those companies make sure that they really maintain their reduce their acquisition costs, they're increasing the lifetime value of the customer, and subscriptions are a strong way to do that. But how do they make it work for them? I think it's going to be a really critical question. So I think holistically it's all like, how do we do more with less? I think it's going to happen across the board. And then for somebody who's making decisions, like setting up an SKO and looking at those trends, it's like, are we more cautious and we set up like a virtual environment to do that and maybe spend a little bit more on the event experience and some surprise and delight options? Or do we just say, hey, it's really important to make sure our message is consistent and that this will be a memorable event and we invest in that really strongly? But I think it's just being really thoughtful about the investments that we make with our time and our resources.

Paige Buck [00:28:36]:

Yeah. So with such a nascent field as the one that you were in, where do you go for, I don't know, everything from ideas and inspiration to a sounding board or a shoulder to cry on? Do you have peers that you can tap? What do you do?

Alyssa Glassman [00:28:58]:

It is an interesting field. I think I'm really fortunate. Our VP of Revenue who I reported to came from Qualtrics which has a really phenomenal enablement program, and I've certainly learned a lot from him and a lot of the individuals that he's worked with. I also have a close friend who was running enablement for App Dynamics and then Cisco. So peers in the industry I think, are really critical who really understand what the landscape looks like, but I like to take inspiration from a lot of different places. I love TikTok. I think TikTok is great. I learned so many interesting things from TikTok, and I constantly am thinking about how can my delivery be more effective and what sort of strategies can I take. And I've even had my team do exercises where I say to bring two videos. One where it had a strong call to action and you did whatever they suggested that you do, and the other where you had a strong recall like they shared a piece of and you remembered what it was. And then we dissected what were the elements that made that really successful beyond it just being bite-sized content. So I like to kind of take a multidisciplinary approach.

Paige Buck [00:30:15]:

That's really brilliant. Yeah. All right, final question, then. And it's right in line with this. It's like, either a favorite mentor or favorite advice you've ever been given.

Alyssa Glassman [00:30:30]:

That's a good question. I have a good friend. Her name is Michelle Alban, and she's sat in my seat. She's done enablement, but she's done just such a great job advocating for women and women in leadership positions. And I remember I had the role in my previous company as leading enablement, but she's like, do you have a seat at the table? And I was like, okay, tell me more about that. She's like, do you own the budget? Who makes the decision? Does the decision stop with you? And she was like, you don't have a seat at the table until you have those three things. And that really just resonated with me in terms of making sure that it was not just some honorary title or something like that, but I was really able to sit in a true leadership position.

Paige Buck [00:31:23]:

Wow. I love that. I've had several conversations like this that have focused on women mentoring women and also being unafraid to tap other women for advice and guidance. I could do a whole podcast series just on that alone.

Alyssa Glassman [00:31:40]:

Let's come back.

Paige Buck [00:31:41]:

I love it. Please let's. Well, it's been a joy talking with you, Alyssa. Where can people find you and Recharge?

Alyssa Glassman [00:31:49]:

So I am on LinkedIn. You can look at Alyssa Glassman. I work for Recharge and would definitely love to connect with other folks in the space.

Paige Buck [00:31:57]:

Thanks so much for being here today.

Alyssa Glassman [00:32:00]:

Thanks, Paige.

Paige Buck [00:32:03]:

Thanks for listening to the Kennedy Events podcast. Come back next time and be sure to click subscribe to get future episodes.

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Paige Buck is the co-owner of Kennedy Events, a large-scale event management company based in San Francisco, Los Angeles, and New York City. Our team creates stress-free conferences and events with a positive impact, which allows our clients to resonate with their audience. Kennedy Events specializes in producing flawless product launches, award ceremonies, fundraisers, and multi-day conferences while keeping our eye on retention and engagement goals.

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