---
title: "Hypothesis-Driven RevOps: Operate Like a Top-Tier Consultant"
episode: 27
podcast: "The LeanScale Podcast"
publisher: "LeanScale"
guest: "Pratz"
guest_title: "Head of Revenue Strategy & Operations, Origin"
date_published: 2025-10-28
date_modified: 2026-07-22
duration: 00:36:56
word_count: 7058
topics: ["revenue-operations", "gtm-strategy", "sales-leadership", "ai-in-gtm"]
canonical_url: https://leanscale-knowledge-hub.netlify.app/podcast/pratz-hypothesis-driven-revops/
source: "LeanScale Podcast Knowledge Hub — https://leanscale-knowledge-hub.netlify.app"
license: "Free to quote and cite with attribution to The LeanScale Podcast."
---

# Hypothesis-Driven RevOps: Operate Like a Top-Tier Consultant — Full Transcript

> Episode 27 of The LeanScale Podcast, with Pratz.
> Published October 28, 2025 · 00:36:56 · 7,058 words.
> Machine-transcribed and **not diarized** — speaker attribution is inferred, so verify
> attribution against the audio before quoting a specific person.
> Structured breakdown: https://leanscale-knowledge-hub.netlify.app/podcast/pratz-hypothesis-driven-revops/

## 00:00 — Hypothesis-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

## 02:27 — Peeling 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

## 04:50 — Applying 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

## 06:02 — Diagnostic 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

## 07:06 — The 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

## 08:55 — Ruthless 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

## 11:43 — Small-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

## 13:27 — AI 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

## 14:34 — Slack 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

## 18:02 — Scaling 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

## 19:12 — The 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

## 22:37 — Career 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

## 28:20 — The 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

## 32:20 — Learning 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

## 34:11 — Great 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

## 34:57 — What 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