Sophie Buonassisi - Venture Capital and GTM
Outline Summary
Intro
Sophie Buonassisi, a marketer turned investor, joins a discussion centered on venture decision-making and GTM (go-to-market) strategy for B2B SaaS. The exchange frames investing as an art plus science, highlighting the interplay of market waves, founders, and product. The goal: reveal what VCs look for, red flags, and how early signals shape bets.
Center
Investment framework: the surfing metaphor
The wave = macro trend and timing (AI, infrastructure, regulatory tailwinds, distribution shifts).
The surfer = the founder (vision, tenacity, capability to ride the wave).
The surfboard = the product (evolves but must match the wave and surfer).
Early-stage focus: two core elements—team and timing. When the wave and surfer align, success follows.
Emphasis on opportunism: even strong surfers must catch the right waves.
Stack ranking and signals
While all parts matter, the founder remains crucial at precedency/seed stages.
Key signals for the “surfer”:
Earned secrets: deep, non-obvious insights into the problem space.
Lived experience (prior founders in the domain) and obsession with the problem.
High agency and relentless execution.
Outstanding references; back-channel signals are especially valuable early.
“Spikiness”: exceptional, not well-rounded, end-of-one strengths.
Real-world examples: founders who built related products or had unique domain feats (e.g., owning a large server infrastructure) illustrate exceptional operator traits.
The core verdict: the founder’s unfair advantage in execution, especially against AI-driven tech declines.
The surfboard: product and traction signals
Revenue is helpful but not predictive early on; quality of traction matters more.
Prefer deep engagement with a few customers over broad, loose logos.
Enterprise validation and founder-led sales are strong positives.
Usage depth, retention, and rapid shipping velocity signal product-market fit and GTM capability.
Shipping velocity correlates with learning speed; early teams must iterate rapidly both product- and GTM-wise.
At seed, numerous non-revenue signals can validate market fit and GTM potential.
Go-to-market and velocity in a changing world
Engineering is no longer the bottleneck; GTM execution becomes the limiter.
Velocity across product and GTM reduces future risk and unlocks scalable growth.
Red flags in the process
The fundraising process itself is a signal: organized, sales-like outreach is essential.
Bad indicators include poor responsiveness, back-channel red flags, or “bridge burning.”
Connection and chemistry with the investor team are critical for a long-term partnership.
Sophie’s personal journey
Vancouver roots, global exposure, and a triangle of three anchors: innovation, education, and community.
The belief that life/growth resembles a guiding triangle, with continuous learning and relationship-building at the core.
Current roles: GTM Fund and GTM Now (media), plus a network of 350+ SAS leaders.
Outro
The wave-surfer-surfboard metaphor resonates as a concise lens for evaluating startups: market momentum, founder earned secrets, and a shipping-capable product.
Early traction signals, especially evangelist customers and enterprise validation, matter more than raw revenue at seed.
The GTM Fund model—hands-on, practitioner-led support across portcos—offers a powerful, in-the-trenches advantage.
Sophie invites connections via LinkedIn, underscoring the value of a collaborative ecosystem for aspiring founders and operators.
Notes on structure
This outline captures the core concepts, signals, and storytelling from the conversation.
The central metaphor is maintained as the organizing device for evaluating early-stage SaaS investments.
Practical takeaways emphasize actionable signals over abstractions, with attention to GTM velocity and founder durability.
Full Transcript
Today I'm joined by Sophie Buenosis. Sophie has built her career at the intersection of marketing and growth and has brought that expertise to the world of venture. She's part of the team at GTM Fund, a venture fund that's all about helping B2B SAS companies scale by surrounding founders with the best go-to market operations in the business. Sophie brings a unique perspective as both a marketer and an investor, working directly with portfolio companies to help them navigate the realities of scaling and winning in a competitive SAS market. I'm excited to dig into her insights on what VCs are really looking for in startups and uncover what might be some red flags from an investor perspective. Sophie, thank you so much for being here. I'd really love to dive right into the topic because I'm so excited to get your perspective on all this and I know our audience is going to be excited too. And from an investor perspective, we work really closely with VCs as well. And I know there's always a bit of an art and a science to the work that you do, finding the right fits, finding the right companies. But just high level, how do you approach the decision-m process of making an investment? There's certainly both an art and a science to it. You got that right. And we often frame it through a surfer analogy. So there's a wave, surfer, and a surfboard. The wave is the macro trend, the why now that creates the opportunity. It could be falling AI, infrastructure costs, regulatory tailwinds, or new distribution shifts. So without the right wave, the best surfer in the world can't necessarily win. The surfer is the founder. Their skill, vision, tenacity to ride that wave. And the surfboard is the product. super important, but a little bit more flexible as naturally it will evolve and adapt over time. At the early stage, it really comes down to two things, team and timing. You can have a great team and the wrong timing or a massive wave and the wrong surfer and neither works. Like the magic really happens when both line up. Yeah, I love that metaphor because it makes a ton of sense. and some things aren't completely in certain people's control. So, they do have to be opportunistic. Just like a surfer out there trying to catch the biggest wave for a surf competition, you do need all of those working in tandem. I'm curious, do you have any way of like stack ranking these? If you were to think which one might be more important than the other or which combinations might you want to index towards, how do you think about that when you're evaluating potential investments? They are all incredibly incredibly helpful when we think about stack ranking them. I mean the founder is always incredibly incredibly important but especially at the precedency stage. So that is certainly one of the most important important parts. If I were to go through the signals that we look for in that surfer overall there's a couple key things. Number one would be earned secrets. So founders who have stumbled upon a deep non-obvious insight into the problem space. Sometimes it's through lived experience like we've got Mark Andre of Gaia, a portfolio company who built and sold his own ISP and then created the software to run it. Sometimes it's obsession like founders who just dive so deeply into a problem that they discover truths that others might have missed. Always high agency, relentless personalities, that's a big one. people like Mayh Khabib of writer who just simply will not stop until they figure it out. Outstanding references, of course, an important one. Back channel references matter more at the seed stage than later stages because it's one of the cleanest data sets that we actually have on a person's ability to execute. And then I'd say spikiness. And we're not looking for founders who are well-rounded and everything. We really want end of one people who are world class at something. The one founder we backed um Adam from owner he ran the world's largest Minecraft server as a teenager. That kind of obsessive unique achievement is a signal of an exceptional operator. And ultimately while vertical thesces matter the equation matter the deciding factor for the surfer is whether a founder has an unfair advantage in execution because ultimately tech modes are declining especially now with AI. It really is your go-to market strategy and exec execution that determines whether you win or not. I think that's so true and it's something we've been talking about on the podcast quite a bit where the barrier to entry to build a SAS product before just used to be so high. You need teams and teams of engineers. It would take months if not years of development before you had something that was even at an MVP level. Then it required investment. you couldn't even really get started unless you had a significant amount of investment in the early side. But you're right, now the barriers of entry are much lower. More people can get involved in the game, which I think is a good thing. I think it means we're going to get even more creativity and better products. The competition is going to be higher and the ones that make it to your point will be executing at the highest level. um not maybe they had some unfair advantage to get started a little bit earlier, but the ones who can really execute. I want to double click on this because I I feel like this is such a cool way to to frame it and think about it when you're talking about earned secrets that I've never heard it phrased that way. Um, but I think it's really explanatory of why some founders have that secret sauce and just seem to like skip potholes and move faster, higher velocity versus others that might get stuck earlier on. I'm curious if you could dive a little bit deeper into where those earn secrets come from and maybe some good examples you've had with founders you've worked with before, too. You bet. Earn Secrets, we iterated upon a starting point which was more of a repeat founder. I think that's what you'll typically hear from VCs is we like to back repeat founders. And don't get me wrong, that is certainly a signal, but we've evolved that to be earned secrets because we're seeing more and more now that it's not necessarily about your track record because of AI, because of a lot of these these new developments like you called out around product not being the barrier anymore. It really is that distribution or that earned secret, if you will, that creates the leverage. And there's two things I mentioned them uh a little earlier but overall would be you know lived experience and obsession. So lived experience to break that down even further would be someone who has been there done that maybe they've founded a company in the space so they've worked intimately in it. They've operated in the space and so they have this whole network and know everyone you know Mark Gaia and Fastreak a lot of our companies are people who have founded companies before and so they've got that lived experience of the problem. They felt it so deeply. You know, we've got founders that created a product to solve a use case and pain point that their mom was having and things like that where they really felt the pain intimately. When it's the obsession part of the track, that's where founders for whatever reason just get really obsessed with the problem space and accordingly build the solution. And so we've got, for example, you know, two incredible founders building the product's called anything. and it overall helps you create mobile and web apps just through text. It launched just a couple weeks ago. They had over three million views, over 500,000 users within 4 days. And neither of them were founders before. They were simply technical builders who are obsessed with democratizing access to building. And so that would be an example of the other part which is the obsession. So lived experience obsession. I love that. And speaking as a founder myself, I definitely before starting Lean Scale um felt the pain at a visceral level for the type of work that we do helping B2B ventureback startups scale quickly with rev ops, sales ops, marketing ops, and I was the person in seat. I'm in a VP of ops role, not able to do my job because I don't have the right technical expertise. I don't have the roadmap to do what I need to do next. The space changes so frequently and there's so many go to market tools too. I just felt like I never had a partner there with me and I had to figure it out all on my own. Um, and I think knowing that and feeling that pain, it just one, you know there so you know it's real. You're not guessing. You're not trying to like see if this is a problem or not. But also when you're talking to somebody about it, you can speak with deep conviction because you have felt that pain and the other part earn secrets too for us and for me personally yeah I was a VP of revops at three companies before stepping into the role. So I already had a network. I had worked with investors before. They had seen my work at their port codes. That helped us get into a lot of deals at the early stage. And without that, it would have been very, very, very difficult to get that early traction. And from a personal experience, I had two kids when I started Lean Scale. So I had to make sure that, hey, this thing needs to make some revenue and get some traction before I quit my full-time job and hop all time into this. So I also had that level of pressure where I need to get this working early. I can't take too much time to see if it kicks off later. Yeah. Well, that's a great example. That's a fantastic example of, you know, the visceral pain and clearly the the positive impact and outcome as you know lean scale just just booming. Well, I think that's an excellent just framework to think about the surfer and they can be out there. I mean, you do when you're earlier on, you do have time to pivot a little bit. So, you can take a look at what those waves are and adjust if you need to. And if you have the right surfer, I think um I think you can really have confidence that when there's challenges, because there will be, they'll be able to figure it out. Now, definitely. And so if I were to actually stack rank them, I know we went deep on the surfer, it would be the surfer first, the wave, and then the surfboard. Though they all matter, and they're synergistic. From a replacement, you know, a wave can come at different frequencies, different times. It might take two years for the right wave to come, but if you don't have the right surfer in place, whether it's six months or 18 months down the line, they're not going to be able to surf. That's absolutely right. And I sometimes these really good waves like there's for a lot of people the AI wave right now is maybe making certain things easier for them to be successful at least in the early stage. So, you might have some decent surfers that are carrying that wave, but those waves will come and go and will they be able to do this as a 10-year journey and, you know, keep up and follow the next wave and do this in a repeatable way because I remember when I started Lean Skill, some of the advice founders gave me is you think it's hard now when you start, it only gets harder as you grow. Every stage just gets even more difficult. It doesn't get easier. And I remember thinking, "Wow, this is pretty hard right now." So, I can't imagine it getting harder. Uh, but it's true. And so, you have to have somebody who's resilient can make it through those next stages of growth and adapt as the markets change and they have new waves that they need to go catch a thousand%. And that's where the lived experience and obsession comes in because it doesn't get easier. And so you need to have that level of obsession at the core or interest and passion behind the topic to keep going and keep persevering through. 100%. Now tell me about the surfboard. So if it looks like, hey, we have a decent wave, there's a lot of market backing going on right here, we have a good surfer, um they have the earned secrets, they have the experience. Now, when you're looking at the surfboard itself and you're looking at the product, you're looking at the company and I know I I know you're focused pretty early stage, so sometimes you may not have all of these like amazing repeatable metrics where you could just hop into their CRM and figure out what's going on, but what what gives you some confidence that they're getting traction and what are some positive signals? You know, people always ask about revenue. Mhm. And revenue is nice, but it's not predictive. We'd rather see 100k from 10 deeply aligned customers who rave about your product than, you know, 500k from more of a bit of a grab bag of unaligned logos. In fact, sometimes we we take 10 design partners who aren't paying anything as long as they tell us, you know, they'd essentially die if your product went away over say a half million of looser revenue because that's more predictive of product market fit. And so, yes, revenue is always better, but like you said, we're quite early. You know, preede oftentimes is pre-product. And at seed, it's the quality of the traction that matters more than the number. There's a couple other non-tangible signals too. You know, revenue is always the big one people ask about, but other things that we look for are enterprise validation when it makes sense for an enterprise motion. Like one of our portfolio companies, Atrix, for example, closed a seven figure deal preundra. It's pretty compelling. Yes. Uh founder sales is another one of course. So count can the founders sell the vision themselves? Usage and depth. Usage, depth, and retention. So even if it's a small cohort, our users engage daily, weekly, monthly. And last, shipping velocity is a big one because there is a extremely strong correlation between great companies and speed of iteration. So fast shipping pretty much equals fast learning. And if a team is slow to ship early, it is a little bit of a concern. So when we see teams that are shipping quickly, it is indicative of them being able to move quickly and accordingly learn quickly. So bottom line I'd say just to underpin it all though is you know at seed we're not we're not really asking acute points like how much revenue we're really asking does this traction predict that you'll find product market fit. Yeah, I love that. And I think some companies might not know, especially if they're starting out, especially if they're first-time founders, how valuable some of those signals might be. Um, and just getting the confidence, hey, if your early customers are really excited about your product, if you're able to, I think that's a huge sign. If you're able to sell into an enterprise company, it's not easy for them to buy things. So, if you're able to convince an enterprise customer to, you know, take a leap of faith on your product, I think that's a huge signal. Um, and I do think all of those subjective things are really, really good early signs. And I love that you highlight shipping philosophy because going back to what we were talking about earlier, it's only going to get harder. It's only going to get harder for your product and your customers are only going to demand more and be completely bombarded by your competitors every single day showing their new approaches and new things that they're launching. And I think that velocity with AI in the mix is only going to become even more important. So before like these big monumental things that you could start to adapt your product to would come out, you know, every year, every two years. Now it feels like there's a new thing that you can really get out of your product in a matter of months. Like there's a new model to use. There's a new way to code that's different. Um there's a whole new ecosystem of things that you need to be integrating to or working with. It feels like to keep up you have to be moving so much faster than companies before. Absolutely. And at the early stage too a lot of the time you haven't built out your go to market and so you're shipping on the product side. you've got a small go to market motion, maybe it's design partners, but your shipping velocity on the product side will be indicative of your ability to ship on the go to market side too. It's just a holistic speed of execution that you have. And so it is helpful to be able to see can they execute at the highest level on the go to market side because ultimately tech modes are declining. Engineering is no longer the bottleneck like it used to be. Really the bottleneck now is going to be more of your goto market strategy and execution. So that shipping velocity gives us confidence not only in the product iteration which is incredibly incredibly important but also in their ability to execute on the go to market side as they grow in future. Yeah, there's plenty of iteration to be happening there too and that's exactly why we partner with companies because people what I find I find it funny sometimes um just because I've been in the problem for long enough but like okay great um when my systems are all set up and done like then like you guys will be gone and we'll be good to go forever. Not even close. as your company's growing and changing, you add new products, new SKs, new sales teams, new ways of getting leads, new channels, like every single day there's new tools that come out on the market that can help you get an edge, every single day there's something to iterate on your go to market. Um, and the job is never done. And just like on the product side, it only gets harder and more difficult as you scale. Exactly. I think you'll hear more and more at least we hear more and more at the BC side and through our media even is people's biggest regret was not investing in Robops earlier and so it is you know not something that you can implement and you know boom band-aid fix later don't need it really is this needs to be your foundation it's the foundation that fuels your entire go to market strategy and it's going to have to grow with your go to market strategy as you get new channels and everything so we uh we definitely lean pretty heavy on that side with our portfolio companies. Yeah, I'd love to hear it. And the ones that that do really well, you're maximizing future investment opportunities, you're maximizing your growth, you're maximizing your decision- making ability. So, I think making the right calls and then just having the visibility, um it makes all the difference when you're on that journey. Absolutely. So, we talked a lot about positive things, um, positive signals that you see, and I know you're probably talking to hundreds and hundreds of companies, and hearing ideas all the time, meeting with new founders all the time. What are some red flags when you're in the process? When you're working with a founder, you're running the process. What are some big major red flags that you run into that maybe make you question doing a deal or not? Maybe not a red flag, but more of a preface to the red flags. And I'll get into the specifics, but is that overall process is a signal. And if you don't run your process well, there can be red flags in there because how you run your fund raise is indicative of how you'll run your company. So if a founder is unorganized or unresponsive during the fundra that that's a bad sign for us at least that gives us a little bit of unease because fundraising is just go to market pointed at investors. The best founders run it like a sales process. You know they build a target investor list. They mapworm intros and champions. They tailor their pitches to different firms decision processes. They run discipline funnels from intro to close. They they get it. They run the process just like their goto market execution. So when we watch a company's or founders's process, we're not just evaluating them. We're also seeing how they run a sales a partnerships a customer acquisition process. That's really really enlightening. I don't think I've ever really thought of it that way, but showing showing how they run the process as a huge signal of how they run go to market and showing what the future of that go to market motion would or could look like. Not only is it potentially like making the process difficult, but also shedding light on everything else. I don't know if a lot of founders are going into their processes thinking of it that way. like, hey, this is an opportunity to show off how I'm going to do everything at our company. I I don't know. I don't know if they do. I don't think so either, but it's definitely one of the biggest pieces of advice we would we would recommend to anyone. And it's a lot of people run it incredibly well and and some people could use some tightening up in areas, but overall it is such a fundamental important part of the process. So that can have some red flags in it. doesn't necessarily is more of more of I would say the overall most important part of thinking about red flags because that is your entire end to end process. Now there's areas within that process that can give red flags you know negative references of course uh back channeling uncovers a lot it's a huge huge you know channel and important factor like I mentioned earlier for early stage in particular just gives us that data set on somebody in their lived experience and if prior colleagues consistently flag concerns you know it is a little bit tougher to ignore that. The others are again a little bit more um obvious things if you will but really important things and things that we still see all the time. So bridge burning in the industry you know the venture ecosystem is is small and even if you're right it is rarely worth burning bridges. So aggressiveness completely fine but overplaying your hand. So for example, expressing that you need a answer by a certain date like a really short date, Friday for example, is usually obvious if it's not true uh because it can easily be back channelneled and everyone on the venture ecosystem is in talks and coordinating together. So that would be one area. And then the last one is of course rapport. You know, one of the most important things we at least view this as a 10 plus year relationship. And if we don't like each other or you know you don't like me or us like the partnership won't work as well. And so chemistry and mutual respect really matter. Yeah. And I have seen that play out. So I won't name any names or try to give any insights but I have worked with some VCs where it felt like hey we're really really strong partners. I felt like I've completely unlocked perspectives and learned a ton and they helped me skip roadblocks and skip potholes and just have added tremendous value. And then other ones where I felt like it was a chore to work together. And I don't know, maybe they felt that way about me, too. So that's okay. But I think just that rapport is more important than I think some people might realize because this could turn into an incredible partnership that unlocks your future growth stages. You know, having those adviserss there for your next round of funding for running an exit process. Like you want to have people in your corner when it matters most and people that you trust. So sometimes like indexing towards other aspects of the partnership. Um but not having that part dialed in I I think can be a big miss definitely and same goes for hiring internally right the extent that you have a cohesive relationship with anyone that you're building with especially at that early stage you know your co-founder same thing with your investors kind of think of them at the early stage like your co-founders they're in the trenches with you you know they are on your team and so that relationship is just incredibly important yeah and I I love bridge burning, negative references, like just be a good human. Uh go take care of people. That's what it all boils down to. Yeah, it's going to go out. People want to work with people of high integrity. And of course, you're going to have to make tough decisions. You're going to have to people will need to get fired. You'll have to break partnerships. You'll have to do that. But always try to do it in a way that keeps your integrity high and, you know, leaves doors open as as needed. Definitely. I've been learning a ton on this whole conversation. I know everybody listening is going to be learning a ton as well and your perspective is just really insightful. I always love just figuring out where people came from. So, how I'd love to hear how you got into the type of work that you're doing, what attracts you to it, what you find exciting about it, and just the quick story of Sophie. Yeah. Yeah. Happy to share. You've got a little slice of Vancouver here behind me. So, uh that's where I'm from. I'm residing there. Yeah. Nice sunny day for us. But spent a couple years living abroad in Europe and came back to Vancouver a few years ago, though we're often on the road be just being a US fund and we invest globally. But growing up here in Vancouver, I played competitive soccer. And what I kind of realized through that was it wasn't actually the sport itself that drove me. It was really the process. And I realized that after leaving and just getting so interested, curious about many other things and being the only one not playing soccer anymore and things like that. But a coach once told me, "Fall in love with the process." And that stuck with me. That idea of just getting 1% better every day of embracing the journey more than the outcome. That's something that I've applied to everything in my life. And that perspective has helped me see patterns of what I was naturally drawn to and what I was borderline obsessive about. And there's three things, innovation, education, and community. And so I've explored each of these in different ways over the years. You know, working with tech companies that are pushing the boundaries of innovation. I joined a startup incubator, spent a couple um years, close to a decade, actually involved in global education, nonprofit. Even things like cultivating community locally through, you know, group dinners and hikes. All of these threads might look nonlinear on the surface, but together they really shaped a path that led me me here and to our conversation today and to where I am in the venture ecosystem with GTM Fund and our media brand GTM now because those are right at the intersection of the three things that I've always been drawn to. They're the anchors, innovation, education, and community. So innovation now you know I get to help founders as they push the boundaries of technology on the education side we're building GTM now it's our media brand which makes insights accessible to anyone anywhere in the world similar to what you're doing with your incredible YouTube channel and finally community right we're cultivating a network of over 350 of the best SAS leaders in the world as LPs and another ecosystem of go to market operators and founders and investors who subscribe to our content so there is you know Those three areas have all converged into one role, which is is pretty cool. And I like to think of life not as a straight line, but more as a triangle in terms of the areas of interest for anyone. And I say life because the things in your triangle, they may be careered, but they might not. Regardless, they're just life. And so I call it a guiding triangulation framework whenever I'm, you know, helping and and coaching anyone. even though it could probably use the catch your name and it just simply starts with reflecting. So asking yourself what are the things you're coming back to with curiosity? What's consistently energizing you or bringing you joy? And just writing those down looking for patterns and you know there might be things like commu creating a digital community of goto market professionals or a media channel like you are right and hosting quarterly dinners super different different audiences but both are rooted in community at the core. So through that exercise, you'll kind of see the anchors for yourself and those those forces that just keep pulling you back again and again, no matter what stage you're in. Um, and so for me, those are innovation, education, and community. And anyone's might be completely different, but it's been a really cool guiding principle for me to find what is fulfilling at the deepest level and a role now that sits right at the middle of of all three of those areas. I love it. and you know when you're in the right spot and you feel everything clicking. Um it's like magic is happening, work is easy, life is easy. Um because the things that you enjoy doing are naturally adding value to everyone around you. And it's just it's a really good synergy for some people. I've gone through seasons of this in the past too. If you feel like, hey, work is just a chore every day or it's really tough. you know, I feel like I'm putting in so much more effort, but not moving mountains as much as I feel like I should be. Um, then yeah, going back to your triangle and seeing like what you're interested in. I think that's a great framework to be thinking about it because I think everybody has a uniqueness and when you can get that uniqueness in a place that also creates value, it's a really beautiful thing. Absolutely. Well, Sophie, this has been awesome. Thank you so much. Just to recap, when you're out in the market, you're talking to hundreds and hundreds of startups and founders every single day. And I loved the metaphor of the wave, the surfer, the surfboard, making sure you have market momentum, making sure you have a founder that has the earned secrets. I think that's probably the favorite thing that I've pulled from this talk today. Um, and then the surfboard is just ready there to catch the wave and then and then catch the ride. Um, I think a lot of what you're mentioning too about, hey, what does that early traction look like? It's not always revenue. It doesn't always show up exactly like that. But if you have equal revenue, but this population over here, your customers are just absolute evangelists of your product. You have people saying that they just couldn't survive without what you're doing. You're shipping iterations at a high velocity. Like, that's what traction really looks like and can be more predictive. And I think that's a really good framework for any for any founder that's listening to this or anybody who's working at a startup like making sure you're focused on those things your product your customers how are you doing everything you can to add the most value and also I have to say go to market fund is everywhere and I've only heard good things from any of your port codes from any of the LPs which is a really unique thing like having actual people in the trenches and go to market being LPs in the fund. So, they have such an incentive to just give all their expertise and shared experience to your port codes. That's unbelievably valuable. There's so much that I wish I would have had or been able to tap into earlier in my career and I just love the mission you guys have and how you're approaching taking your port to the next level. So, if anyone's listening who's looking for a partner, um I would definitely check out GTM Fund. I think they're incredible. And of course, Sophie, what's the best way to get in touch with you? Best way to get in touch is through LinkedIn. Feel free to shoot me a note. Happy to help. Jump on a call, answer any kind of questions. And overall, Anthony, really appreciate the conversation. Appreciate all that you do in the ecosystem on the venture side for us, for our VC partners, just incredible. And like I said, RevOps is is people's biggest regret later on. So, we're trying to help people understand the importance of it earlier and earlier. You've been a great partner on it. Preventing regrets. That's what we're here doing here at Lanskale. So awesome. Well, thank you so much, Sophie. Tagline. Appreciate you doing this and um can't wait to catch up soon. Thank you, Anthony.
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