The LeanScale Podcast · Episode 27

Hypothesis-Driven RevOps: Operate Like a Top-Tier Consultant

Pratz (Origin) on bringing consultant-grade hypothesis-driven problem solving to RevOps

Pratz · Head of Revenue Strategy & Operations, Origin · Origin Hosted by Anthony Enrico
Published Updated 00:36:56 35 min read 7,058 words
Revenue Operations GTM Strategy Sales Leadership AI in GTM
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Executive Summary

The one-paragraph brief, extended

Why this conversation matters — and who should spend the hour.

Most RevOps teams drown in tickets, dashboards, and QBR prep and never get to the thinking that actually moves the business. Pratz — Head of Revenue Strategy & Operations at Origin, a Series B personal-finance app, and a former Boston Consulting Group consultant — argues the fix is to operate like a top-tier consultant: bring hypothesis-driven problem solving to everyday revenue operations. This conversation with LeanScale co-founder Anthony Enrico is a practical clinic on how the consulting brain works and why it is a near-perfect fit for the RevOps seat.

The core method is deceptively simple. Read the problem statement closely, because 'the solution is almost always in the problem itself.' A CEO who says 'my sales are down' has handed you two keywords — sales and down — and sales decomposes into price and volume. From there you branch into a small set of hypotheses, then validate or nullify each one with historical data, experiments, and conversations with the right people in the room. Pratz's repeated warning is that the stated problem is usually a symptom, not the root cause, so you peel the onion: go deliberately broad at the start, pull three to four years of history, and let the answer reveal itself before you narrow.

She then maps the method onto RevOps and flags where operators go wrong. RevOps has a head start — you already know your industry and motion, so your problem space is better scoped than a generalist strategist's. But you have to decide whether you are running a backward-looking diagnostic ('what went wrong last year?') or framing forward-looking strategy ('how do we break into enterprise?'), because that choice changes both the hypotheses and the payoff; pure post-mortems yield limited results. The biggest trap is the operational cadence itself: once you get fixated on a template, a reporting rhythm, and a fixed metric set, you stop thinking strategically. Her antidotes are ruthless prioritization (interrogate every meeting invite — 'am I absolutely needed?'), leaning on leadership for air cover, delegating only when it genuinely serves your team, and using AI tools like ChatGPT and Claude to claw back 15 to 30 minutes a day for real thinking.

Grounding it in her own work, Pratz walks through building mid-market sales playbooks at Slack as the 2020–21 pandemic boom turned into the mid-2022 downturn — separating the uncontrollable macro hypothesis from the internal controllables (qualification, enablement, ROI framing, tailored demos) — and scaling Origin's D2C product with go-to-market, product, and finance. She closes on the softer craft: RevOps should feel the agency to dig into data and surface blind spots, but communicate as a strategic partner rather than an alarm bell, and should protect sustainability the way a race car needs brakes, not just gas.

Who should listen: RevOps and GTM operators who want to escape the ticket queue and earn strategic influence, founders and revenue leaders building a small-and-mighty ops function, and any consultant weighing a move into tech for the autonomy and end-to-end ownership Pratz says pulled her out of BCG and into Slack and Origin.

Key Takeaways

11 things worth stealing

The load-bearing ideas, each with the business implication and who should care.

01

The solution is almost always in the problem itself

Pratz's foundational BCG lesson is to read the problem statement closely rather than jumping to answers. A broad ask like 'my sales are down' contains its own clues — the keywords 'sales' and 'down' — and sales decomposes into price and volume, which immediately branches the analysis into a small set of testable hypotheses.

Why it matters: Before pulling any data, decompose the ask into its drivers and let the words dictate your first hypotheses. Most RevOps analysis fails because it starts from a dashboard, not from a well-read problem statement.

RevOps LeadersRevenue Executives
02

The stated problem is usually a symptom — peel the onion

'Sales are down' is a symptom, not a root cause. Pratz gets to the real problem by bringing the right people into the room (head of pricing, supply chain, production), asking whether price or volume is the issue, and going deliberately broad before narrowing — pulling three to four years of history so the answer reveals itself.

Why it matters: Resist the urge to narrow too fast. Widen the aperture, gather historical context, and interrogate the symptom with the people who own the underlying levers before committing to a diagnosis.

RevOps LeadersRevenue Executives
03

RevOps has a head start on hypothesis-driven thinking

Unlike a generalist management consultant staring at a blank business problem, a RevOps operator already knows the industry and the motion — usually B2B SaaS — so the problem space is better scoped from the outset. That specificity is an advantage most operators underuse.

Why it matters: Lean into your domain: your starting point is already narrowed, so you can form sharper hypotheses faster than an outside strategist. Treat consulting rigor as an accelerant on top of context you already have.

RevOps Leaders
04

Decide whether you're diagnosing the past or framing the future

Pratz separates two modes: a backward-looking diagnostic ('sales were bad last year — what did we do wrong?') and a forward-looking strategy question ('how do we break into the enterprise segment?'). Which one you're in changes both the hypotheses you form and how much value the work returns; pure post-mortems yield limited results.

Why it matters: Name the mode explicitly at the start of any analysis. Whenever possible, reframe a diagnostic into a forward-looking question, because that's what actually shapes the go-to-market plan.

RevOps LeadersRevenue Executives
05

The operational cadence is the trap that kills strategic thinking

The biggest risk isn't a lack of skill — it's the operating rhythm. Once you get fixated on a template, a reporting format, and a fixed metric set, you stop asking how you'd frame the problem strategically. The urgent, repeatable work quietly crowds out the important thinking.

Why it matters: Be intentional about protecting bandwidth for deep work. Guard time to go deep with business partners across go-to-market functions, or the cadence will consume every hour you have.

RevOps Leaders
06

Ruthless prioritization: interrogate every meeting invite

Because RevOps teams are small and mighty, time is the scarcest resource. Pratz pushes back on meetings by asking, 'Am I absolutely needed? What's the agenda? Do you need me to bring something, or just listen in?' — and declines the passive hour whenever she can.

Why it matters: Treat your calendar as a strategic asset. Get comfortable pushing back on low-value meetings; a passive listen-in hour is an hour stolen from the analysis only you can do.

RevOps Leaders
07

Lean on leadership for air cover

RevOps often reports into a head of sales, commercial, or revenue — sometimes the CSO or CEO. Pratz keeps those leaders aware of what she's working on and what she's being pulled into last minute, and asks them for air cover when priorities collide, even when approaching senior leaders feels intimidating.

Why it matters: Maintain an open, transparent channel with the executive you report to. Their awareness of your load is what lets them shield your time and reinforce your priorities across the org.

RevOps LeadersRevenue Executives
08

Delegate only when it serves the person, not to offload work

Delegation matters if you manage a team, but Pratz is protective of her team's time and the multitude of things they already handle. She delegates only to the extent it actually develops or serves the person receiving the work — never just to move a task off her own plate.

Why it matters: Use delegation as a development tool, not a dumping mechanism. Guard your team's bandwidth as fiercely as your own, or you'll erode the very capacity you rely on.

RevOps Leaders
09

Macro is always a lingering hypothesis — focus on the controllables

In her Slack mid-market playbook work, the 2020–21 boom flipping to the mid-2022 downturn meant the macro environment was always on the hypothesis list. But because macro is outside your control, the useful energy goes into internal controllables: qualification, sales enablement, new ROI metrics, value props, and more tailored demos.

Why it matters: Acknowledge macro, then move past it. Concentrate hypothesis testing and action on the levers you actually own, which is where a downturn is won or lost.

RevOps LeadersSales Leaders
10

RevOps should feel the agency to surface blind spots

A good RevOps function helps leaders see around blind spots and into areas they don't look at regularly. Pratz flags things proactively — sometimes it's just a flag, sometimes it's 'we should get ahead of this' — and stresses that operators should feel licensed to ask for data and dig in without asking permission.

Why it matters: Claim the mandate to investigate. The org's closest-to-the-data function has a responsibility to raise issues early, before a quiet problem compounds into a major one.

RevOps LeadersRevenue Executives
11

Communicate as a strategic partner, not an alarm bell

Surfacing a problem is a communication craft. Pratz frames it as 'I'm seeing something I want to bring up, let's have a conversation' rather than sounding alarms or making a leader feel accused. Bringing a thoughtful recommendation — and anticipating how the leader will react — keeps it collaborative, not accusatory.

Why it matters: Package hard findings with polish and a proposed path forward. The delivery determines whether you're seen as a partner who protects the business or a threat who points fingers.

RevOps LeadersSales Leaders
Frameworks Discussed

5 named models

Every framework Jimmy names, defined and time-stamped.

Hypothesis-Driven Problem Solving

00:44

The core BCG method: read a broad problem statement closely to extract its keywords and clues, branch into a small set of hypotheses using judgment and calculated guesses, then validate or nullify each with data, experiments, and conversations — under real time and resource constraints.

Pratz's throughline for the episode. The solution is 'almost always in the problem itself,' so the discipline is decomposing the ask (sales = price × volume) into testable branches rather than jumping to an answer or starting from a dashboard.

Peel the Onion: Symptom vs. Root Cause

02:27

Treat the stated problem as a symptom. Bring the right functional owners into the room, go deliberately broad first, and pull several years of historical data so the true root cause reveals itself layer by layer before you narrow.

In the Coca-Cola example, 'sales are down' is peeled into price versus volume, then into competitor pricing or production efficiency — each layer interrogated through conversation and historical analysis. Going broad early is what lets you narrow correctly later.

Diagnostic vs. Forward-Looking Framing

06:02

Before analyzing, classify the work as either a backward-looking diagnostic (what went wrong?) or a forward-looking strategy question (how do we grow or break into a new segment?). The mode changes which hypotheses you form and how much value the analysis returns.

Pratz argues pure post-mortems yield limited results; the higher-leverage move is to reframe a diagnostic into a forward-looking question, because that's what actually shapes future go-to-market strategy.

Ruthless Prioritization (Protecting Strategic Time)

09:30

A small-and-mighty RevOps team protects strategic bandwidth by interrogating every meeting invite, pushing back on low-value asks, leaning on leadership for air cover, and delegating only when it serves the team — freeing time (and AI-reclaimed minutes) for deep thinking.

Anthony frames it with the Eisenhower matrix: RevOps gets stuck in highly urgent, low-importance work that crowds out important thinking. The remedy is deliberate calendar defense plus transparency with the leader you report into.

Great Race Cars Have Great Brakes

34:11

There are seasons to accelerate the business and seasons to maintain — to hold the speed limit rather than push the gas. Sustainable performance requires knowing when to brake, because it's genuinely hard to stand still and all-gas/no-brakes leads to disaster.

Pratz's point on sustainability and maintaining what you've built; Anthony reinforces it with a CRO's mantra that the best race cars have incredible brakes. It reframes 'boring' maintenance seasons as strategically essential.

Best Quotes

15 lines worth clipping

Pulled verbatim. Copy or share any of them.

“The solution is almost always in the problem itself. And so the problem statement almost always has certain clues, certain directions, certain paths you can take in terms of how to formulate a hypothesis.”
Pratz 00:44
“In this simple example of sales, it's about pricing and volume. So it is about bringing maybe the head of production or the head of supply chain, as well as the head of pricing into the room.”
Pratz 03:02
“To get your hypothesis narrower, you do need to kind of go a little broad in the beginning. But slowly and slowly, once you start getting that historical data together and start analyzing, that's when the answer really starts to present itself.”
Pratz 03:39
“Being in RevOps, you already have a little bit of that advantage. Your starting point is almost a little bit better defined than a high-level management consultant or corporate strategy professional.”
Pratz 05:29
“Are we trying to frame future business strategy and take a different lens to how we do this in the future? Or are we just trying to run a diagnostic on what went wrong?”
Pratz 06:02
“Once you get very fixated on a certain template or a certain way of reporting and a certain set of metrics, that's when you kind of stop thinking about how you would frame this as a business strategy.”
Pratz 07:44
“RevOps so often gets stuck in highly urgent but low-importance tasks that take up their time and completely take away from the opportunity to think this way — because it does take time.”
Anthony Enrico 08:15
“Ruthless prioritization does become really important. You have to be very protective of your time. If someone adds you to a meeting, I almost always ask that individual, am I absolutely needed in this meeting?”
Pratz 09:30
“RevOps teams are usually really small even at really large companies, because they're such a force — they're always a small and mighty team.”
Pratz 10:03
“You really need for them to be in your corner and aware of the things you're working on. Ask them for help in terms of air cover sometimes.”
Pratz 10:36
“Delegation is important, but only to the extent where it's actually serving the people that report into you — not just for the sake of parceling off work to somebody.”
Pratz 11:14
“The macro environment is always going to be one of the hypotheses that just lingers out there, because it influences almost every industry so much.”
Pratz 17:28
“RevOps should always feel the agency to dig through data. The function of a good RevOps team or individual is to help leaders see around those blind spots.”
Pratz 20:55
“It's more along the lines of, I'm seeing something I want to bring up to you, and I think we should have a conversation around it — before we go and involve 10 other people to solve this.”
Pratz 21:28
“Really good race cars have incredible brakes. If you're all gas, no brakes, eventually it's going to lead to disaster. You have to know when to accelerate and when to pull back.”
Anthony Enrico 34:11
Practical Advice

What should you actually do?

The playbook, split by the seat you sit in.

RevOps Leaders

  • Start every analysis by reading the problem statement, not the dashboard — decompose the ask into its drivers (sales into price and volume) and let the keywords generate your first hypotheses.
  • Treat the stated problem as a symptom: go broad first, pull three to four years of history, and bring the functional owners into the room before you commit to a root cause.
  • Name your mode up front — diagnostic (what went wrong) or forward-looking (how do we grow) — and reframe post-mortems into forward-looking questions wherever you can.
  • Ruthlessly prioritize: interrogate every meeting invite ('am I absolutely needed?'), lean on your leader for air cover, and delegate only when it develops the person, not to offload work.
  • Use ChatGPT or Claude to automate operational and reporting tasks and claw back even 15–30 minutes a day for the strategic thinking the cadence otherwise crowds out.

Revenue Executives

  • Give your RevOps team explicit air cover and a transparent channel to you — knowing their real load is what lets you shield their time and reinforce priorities.
  • License RevOps to dig into data and surface blind spots proactively; the closest-to-the-data function should raise issues early, before a quiet problem compounds.
  • Separate the macro hypothesis from the controllables in any downturn diagnosis, and hold the team accountable for the internal levers — qualification, enablement, positioning — not the economy.

Sales Leaders

  • When performance dips, resist blaming macro alone: rebuild qualification, enablement, ROI metrics, value props, and tailored demos as the internal controllables you can actually move.
  • Partner with RevOps as strategic problem-solvers, not just ticket-takers — bring them into the room early and let hypotheses shape the playbook, not just the report.

Founders

  • Hire RevOps for judgment, not just execution — someone who can read a broad problem, form hypotheses, and validate them with data will compound far beyond a reporting function.
  • Sell the autonomy: end-to-end ownership and day-one exposure to leadership is what pulls strong operators (and consultants) into a small, high-growth company.
AI Takeaways

How AI actually changes GTM

LeanScale's signature read on the AI-in-GTM question this episode wrestles with.

The thesis

AI's near-term value for RevOps is time. By automating and speeding operational and reporting work, tools like ChatGPT and Claude buy back the strategic bandwidth that the operational cadence otherwise consumes — turning reclaimed minutes into hypothesis-driven thinking.

AI buys back strategic time

Even 15–30 minutes a day reclaimed from operational tasks is enough to restart the strategic, hypothesis-driven thinking the cadence crowds out — a genuine productivity unlock Pratz expects to grow.

Point it at the operational cadence

The highest-leverage first use is the repetitive, low-importance work — reporting, data assembly, routine ops — precisely the tasks that drain both time and energy.

Time and energy, not just speed

It isn't only the minutes; the little recurring tasks drain the energy you need for deep work, so removing them compounds beyond the clock.

Agent & automation ideas

  • A reporting/QBR-prep assistant that assembles recurring metric packs so operators spend their hours interpreting, not compiling.
  • A hypothesis-support agent that pulls the historical data behind a stated problem (several years of deal, pipeline, and engagement data) to validate or nullify each hypothesis faster.
  • An operational-cadence copilot that drafts territory launches, QBR templates, and routine updates so the team protects bandwidth for strategy.
Operations Takeaways

By function

The same conversation, filtered for RevOps, pipeline/marketing ops, and customer ops.

Revenue Operations

  • Read the problem, not the dashboard. The solution is almost always in the problem itself — decompose the ask into drivers and form hypotheses before pulling data.
  • Symptom vs. root cause. Peel the onion: go broad, pull historical data, and bring functional owners into the room before diagnosing.
  • Diagnostic vs. forward-looking. Classify the mode; reframe post-mortems into forward-looking strategy questions, which is where the value is.
  • Protect strategic time. The operational cadence is the trap; ruthless prioritization and air cover from leadership are how you defend deep-thinking bandwidth.
  • Own the agency to dig. Feel licensed to ask for data and surface blind spots — but communicate as a partner with a recommendation, not an alarm bell.
  • Small and mighty. RevOps teams are small even at large companies; time is the scarce resource, so delegate only when it serves the person.
Metrics Mentioned

The numbers, with context

~6.5–7 years ago
BCG start

When Pratz began at Boston Consulting Group as a summer intern out of grad school before going full-time.

~16 months ago
Move to Origin

How long Pratz has led revenue strategy & operations at Origin at the time of recording.

2020–21 boom → mid-2022 downturn
Mid-market SaaS cycle

The macro backdrop for her Slack mid-market playbook hypothesis work — a boom that flipped to budget cuts and softening demand.

~15–30 min/day
AI time-back

Strategic thinking time RevOps can reclaim by using ChatGPT or Claude to speed operational tasks.

30 days (vs. standard 7)
Origin listener trial

Extended free trial offered to podcast listeners with code LEANSCALE.

Entities

Companies, people & tools mentioned

Auto-extracted and linked into the knowledge graph.

Companies

OriginFinTech / Personal Finance

Pratz's current employer — a Series B personal-finance and financial-wellness app where she leads revenue strategy & operations and runs quarterly planning; scaling its D2C product with go-to-market, product, and finance. Offered listeners an extended 30-day free trial with code LEANSCALE.

12:56 · 18:02 · 34:57Company →
Boston Consulting Group (BCG)Management Consulting

Where Pratz began her career (summer intern to full-time) and learned hypothesis-driven problem solving; she worked across consumer goods, financial services, and transportation & logistics, finishing with BCG Digital Ventures advising tech startups.

00:44 · 22:37 · 23:56Company →
SlackCollaboration

Pratz's first full-on revenue-operations role and the setting for her mid-market sales playbook work through the 2022 downturn; she lived through Slack's integration into Salesforce.

14:34 · 25:00 · 25:35Company →
Coca-ColaBeverages (illustrative example)

Used as the illustrative BCG case — 'my sales are down, what should I do?' — to show how a broad problem decomposes into price and volume and then into testable hypotheses.

01:20 · 03:02Company →
McGill UniversityAcademia

Where Pratz earned her finance degree before moving into consulting.

23:14Company →

People

Pratzguest

Head of Revenue Strategy & Operations at Origin; ex-Slack RevOps and ex-BCG consultant who brings hypothesis-driven, consultant-grade problem solving to RevOps.

Head of Revenue Strategy & Operations, OriginProfile →
Anthony Enricohost

Co-founder of LeanScale and host of The LeanScale Podcast.

Co-FounderProfile →

Tools & software

SalesforceCRM

The CRM and system-of-record whose data Pratz mined for her Slack mid-market playbook hypotheses (deal notes, sales calls, engagement); also the company Slack was acquired into.

Website ↗
ChatGPTAI Assistant

Cited as one of the AI tools speeding up operational RevOps tasks and helping reclaim 15–30 minutes a day for strategic thinking.

Website ↗
ClaudeAI Assistant

Named alongside ChatGPT as AI support that automates operational work and buys RevOps time back for hypothesis-driven analysis.

Website ↗
Related LeanScale Services

Where this shows up in the work

Fractional RevOps

Embedded, field-facing RevOps leadership and execution — the operator model Jimmy describes, delivered as a service.

The episode is a clinic on hypothesis-driven, strategically-minded RevOps and on augmenting a small-and-mighty team — exactly how LeanScale embeds with in-house RevOps.

AI for GTM

Agents and workflows that multiply operator throughput — the 'make humans superhuman' thesis, operationalized.

Pratz's 'AI buys back strategic time' thesis is the premise behind LeanScale's AI-for-GTM operating leverage.

Sales Enablement Build

Stand up a zero-based, sales-academy enablement motion sized to your span of control and sales complexity.

Her Slack mid-market playbook work — rebuilding qualification, enablement, and value props in a downturn — maps to how LeanScale stands up enablement motions.

Frequently Asked Questions

Straight answers

Generated from the conversation, marked up for search and AI extraction.

What is hypothesis-driven problem solving in RevOps?

It is a consulting method, learned at firms like BCG, for solving broad problems under time constraints. You read the problem statement closely (the solution is 'almost always in the problem itself'), decompose it into its drivers — for example, sales into price and volume — form a small set of hypotheses using judgment, then validate or nullify each with historical data, experiments, and conversations with the right people. In RevOps it works especially well because the problem space is already scoped to a known industry and motion.

How do you tell a symptom from the root cause of a revenue problem?

Treat the stated problem — 'sales are down' — as a symptom, not the cause. Bring the functional owners into the room (pricing, supply chain, production, or their GTM equivalents), ask whether the driver is price or volume, and go deliberately broad before narrowing. Pull three to four years of historical data so the true root cause reveals itself layer by layer. Going wide early is what lets you narrow correctly later, rather than fixing a symptom while the real issue persists.

How can RevOps protect time for strategic thinking?

Through ruthless prioritization. Interrogate every meeting invite ('am I absolutely needed? what's the agenda?') and decline passive listen-in hours. Lean on the leader you report to for air cover by keeping them transparent about your load. Delegate only when it genuinely serves your team, not to offload work. And use AI tools like ChatGPT or Claude to automate operational tasks and reclaim even 15–30 minutes a day for deep work. The operational cadence will otherwise consume all available time.

What is the difference between a diagnostic and a forward-looking hypothesis?

A diagnostic asks 'what went wrong?' — a backward-looking post-mortem of a past outcome. A forward-looking hypothesis asks 'how do we grow or break into a new segment?' — it shapes future strategy. The distinction matters because it changes which hypotheses you form and how much value the analysis returns; pure diagnostics yield limited results, so the higher-leverage move is to reframe a diagnostic into a forward-looking question wherever possible.

How should RevOps raise a problem with leadership without sounding alarms?

Communicate as a strategic partner rather than an alarm bell. Frame it as 'I'm seeing something I want to bring up, and I think we should have a conversation around it' before escalating to 10 other people. Bring a thoughtful, polished recommendation and anticipate how the leader will react. The goal is a collaborative, non-accusatory tone that positions RevOps as protecting the business, not pointing fingers or singling anyone out.

How does AI change day-to-day RevOps work?

Its near-term value is buying back time. AI tools such as ChatGPT and Claude speed up or automate operational and reporting tasks, which can reclaim 15–30 minutes a day for strategic thinking. Beyond the raw minutes, removing small recurring tasks preserves the energy needed for deep work. Pratz expects this to become transformational for RevOps as more of the operational cadence is automated, freeing operators to focus on hypothesis-driven analysis.

Why do consultants make strong RevOps operators?

Many RevOps professionals come from consulting or investment banking, so they already think in hypotheses and structured problem solving. That background lets them read a problem statement, form a calculated first hypothesis, and validate it with data. In tech they also gain autonomy and end-to-end ownership from day one — the exposure and problem-ownership Pratz says pulled her from BCG into Slack and then Origin.

In a downturn, how should RevOps separate macro from internal factors?

Acknowledge the macro environment as a lingering hypothesis — it influences almost every industry — but recognize it is outside your control, so it yields limited action. Direct hypothesis testing and effort at the internal controllables instead: sales qualification, lead quality by ICP, enablement, new ROI metrics and value props, and more tailored demos. That is where a downturn is actually won or lost, as Pratz found rebuilding Slack's mid-market playbooks in 2022.

Timeline

Jump through the conversation

Click any chapter to open it in the transcript.

00:00Hypothesis-driven thinking, learned at BCG 02:27Peeling the onion: symptom vs. root cause 04:50Applying hypothesis-driven thinking to RevOps 06:02Diagnostic vs. forward-looking framing 07:06The operational-cadence trap 08:55Ruthless prioritization & protecting strategic time 11:43Small-and-mighty teams; augmenting RevOps 13:27AI buying back time for strategy 14:34Slack mid-market playbooks in the 2022 downturn 18:02Scaling Origin's D2C product 19:12The agency to surface blind spots 22:37Career journey: BCG to Slack to Origin 28:20The autonomy and ownership of tech 32:20Learning from leaders; sustainability & maintaining speed 34:11Great race cars have great brakes 34:57What Origin is + listener offer
Full Transcript

The whole conversation

Broken into chapters, searchable, verbatim from the audio. Speakers inferred (not diarized).

Transcript as markdown ↓ Whole episode as markdown ↓
00:00Hypothesis-driven thinking, learned at BCG

0:00 Prats, thank you so much for being here. I'm really excited about the topic you have today, and I think it's something that a lot of people in RevOps are really going to enjoy. And I think I want to start with probably what inspired this episode of hypothesis-driven problem solving. How did your work at BCG inspire the work that you do today in RevOps? Thank you so much for inviting me here today. I'm so happy to share more about my background experience and also broadly how it might help thousands of people out there that want to build a career in RevOps or are in RevOps itself. As a consultant from BCG, I think the main

0:44 skill that I picked up and really worked on was hypothesis-driven thinking, which is a lot about taking a problem statement or a very broad problem and then trying to find the solution to it in a limited time period with some constraints. And usually what that entails is really examining the problem statement very closely. A lot of times, this is like a movie line in some ways where people say the solution is almost always in the problem itself. And so the question statement almost always has certain clues, certain directions, certain paths that you can take in terms of how

1:20 to formulate a hypothesis. Some of it is, I would say, to a certain extent human judgment as well as a calculated guess whenever you're coming up with proposed hypothesis on how to solve a problem. And some of it is kind of masked within the keywords that any problem would have. Now, at a high level, to give an example, like in a business problem where some kind of customer, say Coca-Cola, tomorrow comes to BCG and says, "My sales are down. What should I do?" Sales, down. Those are the two keywords that should help any consultant or literally anybody who's thinking of going into any kind of a business-related career should think about what are

1:56 the sort of key inputs that help determine sales. And that really helps to start like branch that thinking into potential worlds of hypotheses. The second step from that is, of course, you kind of try to validate or nullify those hypotheses through gathering and analyzing data, running certain experiments, or iterating on product, for example, when that's more for the product and marketing and go-to-market folks, where they try different experiments, A/B tests, landing pages, and different experience paths, different onboarding flows. And that helps them

02:27Peeling the onion: symptom vs. root cause

2:27 determine where that should go. So overall, it's really a question of reading the problem statement, right? And that's something that comes a lot as part of being a consultant. And then going from that and getting the right data set together, also getting a lot of mentorship from others who do this on a very regular basis, and making sure that you're not going down the wrong rabbit hole. No, that makes a ton of sense. And I think something that people tend to struggle with is really peeling back the onion and digging deeper into what the actual problem is, because Coca-Cola

3:02 is saying, hey, sales are down. That may be a symptom of what's actually happening, more so than the problem itself. How do you ask the right questions to uncover what's really at the core? Yeah, it's a great point. I think a lot of times, you kind of have to bring the right people into the room to get your questions answered. In this simple example of sales, it's about pricing and volume. So it is about bringing maybe the head of production or the head of supply chain, as well as the head of pricing into the room, and then asking the question on like, how are you pricing

3:39 this product? Is price the issue? Are competitors beating you out on price, wherein they're offering not a very differentiated product, but at a much lower price point? Or is volume down because production is wrong and your facilities are just not running efficiently? And then at that point, once you peel that first layer of the onion and you find the answer, it would usually reveal itself through conversations, but also digging deeper into data on maybe both of those sides. So I think there is that upfront piece of work. To get your hypothesis narrower, you do need to kind of go a

4:14 little broad in the beginning. But slowly and slowly, once you start getting that historical data together and start analyzing, that's when the answer really starts to present itself a little bit more. So I think there is a lot rooted in data analysis of historical data, of let's pull back maybe the last three to four years of production data and see what's changed, and then go from there. So I think that often the story is linked a lot to how its premise began, which does involve going a little bit into the past. That's how I think I usually determine how granular to get and how to kind of

04:50Applying hypothesis-driven thinking to RevOps

4:50 feel a little bit more of comfort in starting to peel that layer of the onion. And how do you think this applies to RevOps? And do you think RevOps professionals are using this method the way that they should be? Or are they missing the mark? I think it applies to RevOps in so many ways. There are so many challenges that come up. And I think RevOps is where it's a world where you can actually get more granular because you are solving problems within a certain industry or a certain sector. Mostly if it's like a B2B SaaS or a detect space, you kind of know where you're playing. You're not looking at a very generic business

5:29 statement. Your starting point is almost a little bit better defined than at a high level management consultant or corporate strategy professional. So I think being in RevOps, you already have a little bit of that advantage. I think where it really applies the most is I think the problems usually lie within the metrics or how we're looking at the metrics. How are we perceiving the metrics? And then the second piece of how I usually solve that is also what are we trying to solve with going deep into this problem? Are we trying to frame future business strategy and take

06:02Diagnostic vs. forward-looking framing

6:02 a different lens to how we do this in the future? Or are we just trying to run a diagnostic on what went wrong? And I think that helps define how you want to frame your hypotheses and what's the recommendation or what's the proposed solution you want to come out with. So that's really piece number one. I think you kind of need to take a step back and be like, okay, if our future goal within RevOps or within the Go to Market strategy is to help company B2B, SaaS, A, get into the enterprise segment, how do we break ground there? Or why have we not been successful there already?

6:35 That kind of helps define, okay, this is a future business statement versus the sales were bad last year, what did we do wrong? I think there it's like, yes, you should definitely do the hypothesis and do the analysis, but it's only going to yield limited results. I think you have to zoom out and apply it to something which is more forward-looking because that's eventually what we're trying to frame. So I think that's piece number one. As far as how RevOps professionals are applying some of it, I think a lot of folks in RevOps, unsurprisingly, do come from consulting or

07:06The operational-cadence trap

7:06 investment banking and similar backgrounds. So they have a pretty good sense of how hypothesis-driven thinking works and they're pretty solid when it comes to things like that. I think where they can get a little bit stuck in the navigation is when there's a very operational nature of the work, where it's like, okay, we have to get territories launched or we have to report on these metrics and we have to get QBLs. So once you get into the operational cadence and you kind of get very fixated on a certain template or a certain way of reporting and a certain set of metrics and this

7:44 is what we stick to, I think at that point is when you kind of stop thinking a little bit about, okay, how would you frame this as a business strategy or how do you frame a problem with the lens of hypothesis-driven thinking? So I think striking that balance is really important and yes, the operational cadence and maintaining sort of the operating rhythm of the business is very important but it kind of also takes you away from doing that strategic thinking sometimes and that's really important. So RevOps individuals and leaders, I think, really need to be intentional about

8:15 protecting their time or protecting some of their bandwidth to go deep into those problems with their business partners and across different go-to-market strategy and functions. Yeah, there does seem to be almost unlimited work to do in RevOps and I always think about this in terms of the Eisenhower matrix, like things that are really important and really urgent of course do those but I think RevOps so often gets stuck in highly urgent but low-importance tasks that take up their time and completely takes away from the opportunity to think this way because it does take time. You

08:55Ruthless prioritization & protecting strategic time

8:55 have to dedicate time to think about it, you have to dedicate time to go gather some data around what your hypothesis is and then go consult with stakeholders too which I think is really difficult to do when you have so many competing priorities. So what do you say to the RevOps professional with an unlimited list of tasks? Is it, hey, just don't get some of them done? Is it try to delegate some? You know, when people are strapped for resources, what method do you take to make sure you carve out this type of time? I think, you know, I mean it's a challenge and it's a delicate

9:30 balance but I think ruthless prioritization does become really important. You have to be very protective of your time and if someone adds you to a meeting, I almost always ask that individual, am I absolutely needed in this meeting? What's the purpose? What's the agenda? Do I need to bring something? Do you just want me to listen in? If there's one hour of my time just to listen in, I would say in most of those cases, RevOps people do need to find a way to push back. My time is really important. RevOps teams are usually really small even at really large companies

10:03 because they're such a force and they're always like a small and mighty team. Every company I've been at in a RevOps function has always been a small and mighty team. So they're always getting a lot done. So I think ruthless prioritization is important. Being comfortable pushing back is important. Leaning on leadership is really important. If you're reporting into a head of sales or a head of commercial, head of revenue, in certain cases even the chief sales officer or the CEO, I think you really need for them to be in your corner and make sure that they're aware

10:36 of the things that you're working on and the things that you are last minute getting pulled into. So I think it's important to maintain that communication channel and that transparency with the leadership that you report into and ask them for help in terms of air cover sometimes. So that's something which I find again I try to do. I mean and I've seen a lot of like RevOps professionals do that. My former managers, former bosses have you know always played, taken that route where in sometimes we feel a little hesitant to approach like such senior leaders. It's almost really important for them to know what's going on in the day-to-day and how

11:14 much in the weeds you are in. So I think that's the you know the third thing I would say is really important. And lastly yes of course if you're a manager and you have a team there is obviously the delegation aspect but I think again you have to be protective of your team's time and protective of the multiple or like the multitude of things they're handling. So I think delegation is important but only to the extent where it's actually serving the people that report into you. You know not just for the sake of parting of work to somebody. So I think there's a few

11:43Small-and-mighty teams; augmenting RevOps

11:43 different strategies that can be used to manage and I think a lot of it revolves around just personal you know calendar management and prioritization and also some level of comfort in you know approaching leadership and being open and transparent with them in communications. No makes a ton of sense. I think ruthless prioritization is so hard. I think it's it's so hard to avoid getting pulled into meetings and it feels like everything's important but but you're right. Like where can you delegate to maybe different departments? If you have the luxury of a team great but you're right. We see small and mighty teams also and and often we are

12:19 augmenting a RevOps team. So they're a small team and then LeanScale is coming into augment and help take some of those things off of their plates. But even the way we engage we have strategic milestones that we work on with our engagement and then we have these buckets of ongoing urgent things that we just know are going to come up like clockwork and when we're capacity planning for engagements like we bifurcate those two things and make sure we allocate enough bandwidth to both. That makes a ton of sense. I think you know capacity planning like I'm I lead like quarterly planning for like the operations team here at Origin and I think

12:56 every quarter that's kind of the most I think the thing that I look most forward to is that time and planning to understand okay where did the team spend the bulk of their time this quarter and what can we change moving forward. So I think anything it's again it's a hypothesis driven thing but here we have really good data to be able to support and then prioritize moving forward in frame like that operating capacity sort of business challenge in a way. So I think we can apply like hypothesis driven thinking to literally any you know smaller big problem in this way

13:27AI buying back time for strategy

13:27 and I think secondly now I would say especially since the last three to six months the use of you know AI tools has like grown a lot. It really helps with like automating or even just speeding up a lot of operational tasks. So that's been another value add or productivity unlock or it's going to it's going to reveal more and more but I think slowly and slowly we're getting to the point where you know people are starting to get time back in the day to do a little bit more strategic thinking you know even if it's like 15 to 20 to 30 minutes a day whether that's with support from

14:00 you know a chat GPT or a Claude or whether that's with support from something something else which is more specific to you know tech teams and engineering teams. So I think that's there's another you know big unlock coming there for RevOps and I think it's going to become really transformational for RevOps teams as well. I think so too I mean it's fully embedded in what we do and it definitely it takes off that mental load that some of those smaller tasks can continue to add up on because it's not just the time I also think it's the energy that it takes. Yeah even

14:34Slack mid-market playbooks in the 2022 downturn

14:34 if it only takes a couple minutes to do all these little things it kind of drains that energy you have to carve out time for strategic thinking. I'm curious in your experience what are some really good examples where you felt like there was a tangible problem you came up with a strong hypothesis for why that problem or challenge is there and then use that to drive action moving forward. Yeah I mean there's there's a ton of examples but I think some of the ones that really come to mind is you know designing during my time at Slack like designing some playbooks for our

15:13 mid-market sales team. So there had been a moment in time when market has been a really strong transformational sector for you know really almost any B2B SaaS company during the peak of the pandemic 2020-21 you know was really really booming and then I think we you know any company started to see a bit of a downfall starting mid-2022 so I think at that point is when there was an opportunity to be okay there is there is a macro environment at play there is there are you know things at play which are outside of our control where you know where there's budget cuts or just general like

15:49 business environment and sentiment changes but I think internally it was to examine a lot of the data and and go through you know sales calls go through meeting notes go through deal notes go through you know a lot of the sort of the meat of the of the Salesforce data to understand you know what's the what's the issue where does the engagement problem lie why are sales out of performing so I think there was a real opportunity there to to kind of go deep and understand okay you know my hypotheses are x y and z about what's going on maybe it's a it's a it's a sales

16:25 qualification problem maybe we're not getting enough leads maybe we're qualifying way to many people but then they're dropping off or maybe you know the leads from a particular ICP have started to like slow down so I think that was there were two or three different hypotheses there that we examined and were able to then come up with a I would say a bit of a an idea of what's going on I think the solution in a lot of ways was it's a little bit out of everyone's control because of macroeconomic challenges but overall it was to you know come up with certain ways to like track data

16:57 better certain ways to educate and enable our sales teams better certain ways to you know run new playbooks or run new value propositions run new ROI metrics you know sell in a different way and make the use cases in demos a lot more tailored so I think like those were sort of the internal controllables well it's like we can change the way we do business or we can change the way we we present our product and still make a very compelling case uh with clients so I think that was one of the you know more I would say challenging hypothesis driven problems that I

17:28 worked on where we tried to go deeper as a team on what are the internal factors that we control um and then go from there because almost in any any business challenge I've always seen macro environment is a is always going to be one of the hypotheses which just like lingers out there because that just influences um you know almost every industry so much so that's a that's a really sort of strong example another example that I've you know worked on was at origin like we've you know done really sort of sort of done really well in terms of launching and scaling our d2c

18:02Scaling Origin's D2C product

18:02 brand or our d2c product so I think there was a lot of um these were more kind of open-ended problems I would say open-ended strategy questions of how should we um scale how should we grow so I really like and this was not something which I kind of worked on alone but it was a lot of like working with our go-to-market teams product and marketing to understand and go really deep on you know consumer needs and understand how we can tweak and define our product to solve a lot of those challenges but then also on the flip side like being mindful of the finances being mindful

18:34 of pricing being mindful of how we um how we you know package those products and take them to market so I think there was a lot of market research that helped drive a lot of the hypotheses and then build around uh consumer expectations and build around um you know bringing personal finance and and money management to everyone those are maybe two more recent examples in terms of what I can share yeah no those are great those are great and I think sometimes you know and especially when you're in revops you have access to the data and you see hey sales are down churn is a problem I think coming up with those initial hypotheses to start driving where

19:12The agency to surface blind spots

19:12 you start working towards the data um is really important and I think a lot of people just kind of get stuck at they see it's bad um and then they don't know where to go from there but coming up with some sound judgment as to why you think it's bad and then go validate it with data um I think it's it's that part I don't know if people feel like they don't have the license to do that um if they feel like you know they're calling out certain areas of the organization if they're like digging in that way but but I think that's the only way to find the truth and help move your

19:46 company forward yeah no I completely agree with that I think there are often there can be blind spots sometimes which you know people don't don't look at or it's just been a long time since like something was examined you know I've also come across cases where you know an analysis was done a solution was presented and then um it was implemented but then nobody really like kept tabs on it for a while and then now we've run into the same problem again so it's almost always like are we doing enough for like maintenance to make sure that you know the problem that we

20:19 solved back then doesn't really come back and hurt us so I think there's there's there's that and then to your point like sound judgment um calculated guesses you know almost bringing a lens of um your own experience as well as like kind of business context and conversations with leaders and using that to to make a determination on how to how to progress on something it's um it's extremely important and I think yeah I feel like asking for data or trying to dig through data um revops should always feel the agency to do that um I think that that's the function of a good

20:55 devops um team or or individual is to help leaders see around those blind spots and see and and you know have visibility into areas that they otherwise just don't look at on a on an ongoing basis um so I try to do that a lot I've tried to do that you know even you know through my career in terms of flagging things as I'm seeing them and you know at times it's just like it's a flag maybe you know there's no need to um sound the alarm bells and take any action uh but at certain times it's like yeah we should probably like proactively get ahead of this before before it turns into something major

21:28 so like I said like revops has to feel I would say like okay to be transparent with leadership um and communicate and but also make sure that that communication is uh doesn't come across as being like scary or in any way kind of like you know like I said like sounding the alarm bells or making them feel like oh my god why have we not um thought of this but it's more along the lines of being strategic being sort of almost um I'd say a little polished in communication where it's like I'm seeing something that I want to bring up to you and I think we should have a conversation

22:06 around it uh before we kind of like go and involve 10 other people to solve this and and bringing that really like thoughtful approach and bringing like a really thoughtful recommendation in terms of how you know you would recommend or how you would think um a business leader would react to something like this and then go from that yeah you don't want it to come off accusatory or you're trying to single someone out it's okay we're on the same team I'm just trying to figure out what the problem is and how we can make it better exactly yeah exactly exactly I think your story is

22:37Career journey: BCG to Slack to Origin

22:37 so interesting and and I'd love to hear a little bit more I know uh kicking off your career at BCG was which is such an amazing foundation I'm sure of just skill sets and learning and then making that transition into tech by joining slack and now at origin I would love to hear just you know how that story came to be and and how you got interested in this type of work to begin with yeah no happy to share so it started at BCG as a really as a summer intern slash consultant um almost I want to say six and a half seven years ago now it's been a while but um yeah it was uh in a

23:14 internship I got straight out of grad school um I studied finance at McGill wasn't really into you know the core sort of investment banking trading careers but still wanted to be in a in a career line where I can utilize my finance degree really well and so consulting kind of was a very natural choice coming out of that so uh yeah I started did my internship then and went back full time uh worked with a ton of different you know industries and um problem statements you know consumer goods financial services transportation logistics really really touched like different different parts of you know sort of the Canadian market uh but the last

23:56 couple of months of my tenure I was really closely working with BCG TV digital ventures which are sort of BCG's you can say startup advisory arm and they help tech startups really like come up with with new products go to market strategies financial modeling things like that where you know young companies are still thinking through a lot of those things in the beginning and that's uh that's what kind of got me motivated to go into tech full time um it was also you know sort of the boom of tech this was 2021 companies were you know hiding at a really massive pace and at that

24:28 point is when I made the decision to kind of you know make that career shift I was always of the opinion that after a couple of years in consulting I would take that decision as to which industry I feel like I aligned to and tech kind of emerged again as a natural choice so um yeah so the opportunity to to work at slack came through another uh you know fellow BCG alum and um that was really a turning point at which I went into slack again like I had done a lot of genetic strategy work and a little bit of like dabbled and go to market strategy but slack was

25:00 really like that first foray into full-on revenue operations sales strategy sales programs working with like a lot of different parts of like the support function almost for sales you know including value consulting solution engineering renewals customer success I think there were like so many parts of the business like it was a big function to support that sales engine and it was a really rich experience I think you know working again as part of um you know one of the biggest tech companies one of the biggest tech acquisitions ever and kind of like living through that time

25:35 being part of that integration process that was uh really interesting as well you know seeing the product kind of evolve and you know become part of this much much larger organization um and product suite of sales force um it was again like it's such a good case study and such a good like it almost felt like you know doing two years of business school but while working so it was really like that and uh it was it was a blast it was really a fun time there were so many good leaders and so many you know people to learn from it was almost always like I was absorbing knowledge

26:08 wherever I was um and there was the opportunity really from day one to work with um leadership you know head of sales for north america um you know my first week I had to present something to him and I was like wow this is this is really major exposure and I feel like that happens to a large extent it does happen in in the tech industry just because you know there's not a lot of levels and hierarchies and you really are owning a problem end to end and you're considered very capable from day one so I think that was something which was a very nice surprise coming from you know from

26:40 consulting into tech and then over time um as I grew in the career in my career at slack I felt I want to you know maybe go to go to a smaller startup and help support um and run a function essentially wherein you know again help a company get to the point where slack was already at it was you know sort of best in class had best practices when it came to revenue strategy and operations uh but also I was very aware of the fact you know talking to people in the industry talking to friends who had founded companies that um there is like a demand for this skill

27:12 among smaller companies wherein you know things are not so well defined like there is something that is a bit of a structure but there isn't a lot of uh a lot of that definition and you know they really want that best practice so um that's how origin happened um and I came I I moved over to origin a little over you know 16 months ago and ever since then it's been a great journey kind of being part of um and trying to run revenue strategy and operations for uh for a for a series p company that is you know really growing fast and there's multiple you know product

27:46 strategy work there's multiple sales strategy work that is multiple you know internal finance and company operations to run so again there's a lot of different priorities but a chance to really touch every single function and bring them all together which is essentially like the job of revops so that's kind of been the journey and the the the pivots that have happened over time but again I feel like the true alliance with tech uh to a large extent because of the opportunity to you know own so much and be be your own I don't want to say be your own boss but kind of be

28:20The autonomy and ownership of tech

28:20 you know your own champion and and really kind of showcase the value of the work and showcase the value of of the knowledge that you bring yeah I think I think there's a massive level of autonomy that you get in the tech industry and and you really get to get that sense of ownership that I think is really attractive for people especially people who who want that level of ownership and they want that level of exposure I think people are really interested and attracted to that so I know I definitely was the first time the first time I stepped into a tech company I was so excited

28:56 to just be able to have that level of autonomy and solve problems on my own it was so refreshing coming from bigger companies and then and then having that opportunity yeah yeah absolutely I mean you can hit the ground running from day one and I think that's where a lot of people thrive there's like there's a lot of um action I would say in ways it's like you you're very action-oriented from day one you're yes you have to take a step back and think about things and you know again like I said you have to carve that time for the strategic thinking but you're still spending a

29:24 majority of your time engaged in you know actions and driving things forward and I think that's what drives the most most impact for uh for RevOps teams and any any RevOps uh leaders is kind of being able to you know collaborate with other leaders and drive strategy forward while also you know while also running a team while also like being mindful of what else is going on in the industry so there's a lot and and you know I would say RevOps professionals are really really busy uh but I think it's also because they carry you know such an important I would say part of the

29:58 work and they carry such a heavy load um that it is important to maintain you know maintain the I would say like importance in the organization and make them feel valued and heard absolutely well I think I think you've had an absolutely tremendous career um and you've had just amazing exposure on all different axes that I'm sure are really helping at origin right now um and I appreciate the advice I think everything you said I know I've run into as a RevOps professional and of course running lean scale you know this is the type of work that we do every day and I think

30:34 following that hypothesis driven approach where you know use your experience use your judgment and make you have to live a little bit in the gray because this is all forward looking stuff and assume like okay what do I think the problem is and then in RevOps you you have the luxury of being the person closest to the data as well as being pretty close to the context you're working with the teams day in and day out you're helping support them and you also have access to the data to help validate your hypothesis or or discredit it too um yep so I just I think your approach is

31:12 is really really smart and it's really impactful and I think anybody who's in RevOps should start to think about their day a little bit differently um how do you carve out that strategic time how do you ruthlessly prioritize your day and what you're doing as a department um and then give yourself time to really take a step back look at what the data is telling you and see where you can make the biggest impact and improvements um yeah it's it's hard for people in RevOps to do that but I think it's absolutely vital if you're going to make the progress that you know companies like

31:47 Origin and Slack were expecting you to make you have to be able to do that yeah yeah and that's really what summarized I think um a lot of that does come from you know observing other leaders in you know whichever company you work at or aim to work at like these days that is like a there is no dearth of content in terms of like going and watch some of the the best business leaders in the world speak at events speak at podcasts and you know share their knowledge um so I think that really helps inspire the way you think about problems and approach them like

32:20Learning from leaders; sustainability & maintaining speed

32:20 there's a lot of good educational content there's a lot of good inspirational content even to help you understand and and frame you know how some of these really successful business leaders have thought about uh you know strategic thinking um operational cadences you know maintaining sort of at times it's really not about like growing up the business it's so much is about like maintaining what you have already said and um at that time it's like you're not really like you know accelerating you're trying to maintain speed limit and um that can you know at times feel

32:53 like a little bit boring but it's so important because like it's really really hard to stand still at times so and and I think there's really good advice out there um on on how to you know navigate a time like that um and then on top of that you know really it's also around um while you know work is really important in in maintaining it this is a this is a busy lifestyle for sure but still maintaining you know life outside of work having sustainability having things that you care about um it's really important to fuel the work that you're doing every day as well so I think um

33:26 that is something that I really value um and I try to make sure that you know folks that I work with also um also try to carve that time for themselves because that really is sort of like the um the brain forwarder to keep keep exiling it absolutely when you were talking about um sometimes you're in a season where it's more about uh putting in speed limits instead of just accelerating um I worked for a CRO and he used to always say you know what really good race cars have incredible brakes so if you're just all gas snow breaks like eventually it's going to lead to disaster so you have to know when to accelerate and and when to pull back and

34:11Great race cars have great brakes

34:11 and break um well prats I think this has been incredible I know I know you're you're doing amazing things at origin and I think it'd be good to share with the audience a little bit about what origin is doing and I think you have some potential promotions for them as well yes absolutely so I'm happy to share a little bit more about origin it is a personal financial management and wellness platform that is available to users to download off of the ios or you know google app store um and it really helps imagine and visualize your entire financial life in um you know in your phone in one app it brings together all the different accounts that you

34:57What Origin is + listener offer

34:57 have all the different um you know investments that you have and it helps maintain and track budget you know track your network budget better manage your spending um and just you know live a financial life that feels free of stress so that's really the goal of the platform um and yes we would um we are offering a 30 day free trial um as part of you know me being here usually we have a seven day free trial but there's this is an extended free trial for you know listeners of this podcast um so they can download the app and put in the code lean scale um all caps and they

35:34 would you know receive a 30 day free trial so I would highly highly recommend it it's really important you know finances are the number one source of of stress uh amongst uh you know young individuals and so I think getting ahead of it having a really good insights and really good visualization helps you you know make that decision for yourself and feel a lot more prepared for uh for your financial future so that's uh that's really what origin is here to help you do and be a you know be a co-pilot with you in that journey I love it well I know the audience is

36:05 going to love it too we'll put the link in the description so people can access it um really appreciate you bringing that to the podcast and all of our listeners and I really appreciate all the insights um I feel like I learned a lot and I hope people listening learned a lot too and as you go through your journey with origin and I'm sure a number of other amazing tech companies in the future we'd love to have you back and we'd love to keep up with you well thank you so much for having me again Anthony this was really really you know insightful and helpful for me as well uh and um thank you so much for the for the you know really

36:39 you know exciting questions that we went through very very um important and very I would say valuable for you know for folks in drive ops to continue to think about it for myself to continue to think about as well so thank you thank you