Anthropic's Growth Team Is Just One Person

Neil and Eric discuss the surprising claim that Anthropic ran its growth team with just one person and what that really means for modern marketing. They break down why great products often drive growth more than big marketing teams, how engineers frequently lead marketing initiatives in startups, and why AI should replace workflows instead of people. The conversation also covers brand vs performance marketing, how enterprises actually allocate ad budgets, and the growing role of AI tools like Claude AI and ChatGPT in marketing operations. Key Takeaways: • Great products grow faster than great marketing alone. • AI should replace processes, not people. • Enterprise marketing is driven by brand, not just ads. Chapters: (00:00) Anthropic One-Person Growth Team (00:32) Product-Led Growth Explained (01:21) Engineers Running Marketing (03:09) Airbnb SEO Story (04:56) Claude’s Explosive Growth (06:49) AI Replacing Workflows (10:04) Key Man Risk In Companies (12:34) Where Companies Spend Ad Budgets (14:07) Brand Advertising Importance (16:48) Four Deployed Marketer Model (19:01) AI Content Quality Problem

• 0:00Speaker 00

  Finding customer information shouldn't mean digging through emails, call notes, and spreadsheets. HubSpot's Starter Plan brings all of those details together, so it's easier to track what's happening with every deal and what to do next. It pulls information from calls and emails. Then it gets to work, logging and summarizing them. Right after your call ends, HubSpot pulls next steps from your call notes and drafts suggested follow-ups. And it stays up to date for you, so you can build demand, win more deals, and spend less time on repetitive work. Your records, insights, and next steps are ready for you to act on. And you don't have to miss a beat searching for any of it. Try the Starter Plan for $10 a month. Learn more at hubspot.com. So Neil, I think a good starting point on this one, so did you know that Anthropic's growth team is just one person?

• 0:40Speaker 01

  Yeah.

• 0:41Speaker 00

  So I didn't know that. I just read about it this week. Let me just give the context for everyone here and then we can go into it. Obviously, I think they have a bigger marketing team than just one person. But you can go through it first, because turns out I changed my password, so I have to log back in.

• 0:55Speaker 01

  Sure. So there was a report on, someone putting it on X on how Anthropic's growth team is just one person and look at everything they've done from just one person. They have done a miraculous job. But you have to look at it a few ways. One, a lot of products actually grow through the product just being really good. If you look at some of the best companies, yes, a lot of them eventually end up doing marketing, but good products are much easier to grow naturally than having a crap product and amazing marketers. The second thing that most people don't report out in this is their growth team is one person. But how many other companies are they contracting with externally

• 1:38Speaker 01

  to help get things done, like their Super Bowl ads? Or the creative solutions, right, for the Super Bowl ads? I think they had, was it four commercials?

• 1:46Speaker 00

  Yeah.

• 1:46Speaker 01

  It was four different commercials.

• 1:47Speaker 00

  Yeah.

• 1:47Speaker 01

  So they have quite a few people. That end up working on marketing externally. And internally, even though their growth team is one person, I actually believe it is more people working on marketing internally. They're just not marketers.

• 2:05Speaker 00

  Yep.

• 2:05Speaker 01

  So we work with a Silicon Valley startup. They're not publicly traded. They're valued over a hundred billion dollars. There's not that many of them, so you can take a guess. All right. And we help them.

• 2:16Speaker 00

  AI company?

• 2:17Speaker 01

  Uh, not an AI company.

• 2:19Speaker 00

  Okay.

• 2:19Speaker 01

  Okay. Uh, so a hundred plus billion dollars privately owned. Eventually they will go public. I'm assuming that based on A, the valuation, B, they raised a crap ton of money.

• 2:31Speaker 00

  Are they worth over five hundred billion?

• 2:32Speaker 01

  They're not worth over five hundred billion. And, uh.

• 2:35Speaker 00

  There's only one.

• 2:39Speaker 01

  Yeah, that's true. There's actually not that many. Probably shouldn't said them out, but it doesn't matter, right?

• 2:42Speaker 00

  Yeah.

• 2:43Speaker 01

  Um, Anthropic could be in theory less than five hundred, but yeah, it's not.

• 2:47Speaker 00

  They are.

• 2:47Speaker 01

  I said no AI. So, so yeah, that actually eliminates them.

• 2:50Speaker 00

  Continue, let people guess.

• 2:52Speaker 01

  Yeah, they can end up guessing. So we help them with a lot of different things in marketing. From SEO to G E O and the list goes on and on. And we help them in many countries. Take a guess who we work with on their marketing team?

• 3:05Speaker 00

  One of the C level execs?

• 3:08Speaker 01

  No one. We work with engineers.

• 3:10Speaker 00

  Okay.

• 3:11Speaker 01

  And we have been working with engineers for three years. I think this is our third year on our contract with them. We just work with engineers. So the point I'm getting at is in some of these companies that are startups based out of San Francisco, they do marketing. And a lot of times you're not dealing with marketers. You're dealing with engineering people and product people who are helping or who you're working with marketing. And the same goes with Airbnb. That one I can mention. So years and years ago, when I had Kissmetrics, my old startup, we started doing consulting to reduce our burn. Cause we don't want to raise more money. I think at that time we were raised four million dollars. Yeah, so we added some consulting and consulting that wasn't related to our product.

• 3:55Speaker 01

  So that we didn't have to keep raising money because we had more inquiries. One of the companies we closed was Airbnb. I got connected with, I believe his name is.

• 4:03Speaker 00

  Junie.

• 4:03Speaker 01

  Uh, Nathan, the CTO and co-founder. Right? I believe, it was one of the co-founders. I believe his name was Nathan and he was the CTO. So I worked with him. I worked with someone else on engineering and we were fixing all of their SEO issues, content issues, duplicate page issues. We were trying to figure out how to optimize their conversion rates. So we're working on so many different things and not once out of working with them for, I think with them maybe 12 months or 24 months, it was something like that. I know it was less than two years, but I believe it was more than one year. Not once had I ever talked to anyone in marketing.

• 4:41Speaker 00

  Quick break. One of our Clickflow users just told me that they're saving 90 plus hours a month on content alone. Clickflow is our AI SEO product that actually does the work, not just here's what you should do. It does it. It creates content in your voice. It helps you with other areas such as finding the right internal links and creating FAQs. We spent years making it, perfecting it with our clients, so it doesn't just sound like AI slop. You can get a 14 day free trial at Clickflow.com. If you're serious about AI SEO, you should check it out. Back to the show. Yeah. So here's what I'll say. I mean, so this guy tweeted this out. So basically Anthropic's entire growth team was just one person for 10 months confirmed. This is what we just talked about, right? So single non-technical person running paid search, paid social app stores, email marketing, SEO for the $380 billion company behind Claude.

• 5:24Speaker 00

  Here's how OneHuman's doing it, the job of a full marketing team. It starts with a CSV. So here's what I'll say to all of this, okay? If you look at the revenue chart for Claude from the last two years or so, it's like going, going, going, and it goes parabolic, right? And that's when Claude Code, like the Opus models, four or five comes out, four or six comes out. Really, I would say the last year, year and a half or so Claude really started to take off and they're launching all these products like crazy. To your point, it's the marketing that's, when your marketing is so good and your product is so good and it's consumer and business and you're touching enterprise.

• 5:55Speaker 01

  Yes.

• 5:56Speaker 00

  Of course you're going to grow it really quickly, right? And to your point, a lot of this stuff, like he is kind of reinforcing, like, okay, paid social, paid search or whatever. He, there, there is a marketing team. And by the way, you, when you have all the technology you have, you should be able to, you're not looking to automate away humans, but you, you are looking to automate away processes. And that's why this person can do more, but there's a lot more to this. Like if the product sucked, it doesn't matter if you had the best growth person in the world. It's still, you're polishing a turd. It's still a turd. It's still a golden turd, but it's a turd.

• 6:24Speaker 01

  Yeah. What we've seen with Silicon Valley-based companies, a lot of them.

• 6:32Speaker 01

  May not have a big marketing team, but there's other roles that are involved in marketing. So at our agency, NP Digital, we do a ton of App Store marketing. So like, let's say if you're Netflix, you have an app, you would want it to rank really highly in the App Store, right? Or we've done app work for like Tinder, right? The dating app. So what we've found with a lot of Silicon Valley-based companies, when we're doing different marketing initiatives, we tend to deal more with technical people and actually no marketers. It is very reversed from working with like Fortune 500 companies.

• 7:07Speaker 00

  You know what's funny? So when I used to work at startups, it was the engineers that helped me. So I led marketing, but I've worked, I found that I got a lot more leverage working with the engineers. Because they, they think about things in systems, right? They don't think about the task themselves, which is actually interesting. This, this, um, this brings me to a point. I was listening to the, um, the CEO of Sierra, the AI company, right? So he was chairman of Salesforce, I think for a while, or like up the board at Facebook and also OpenAI for a little bit, right? So Brett Taylor is his name. And he, he, this quote I really like. He said, look, you know, like talking about replacing humans is like, it kind of sucks, right? It does suck, right? But when you talk about AI replacing workflows and processes, that's what we should be thinking about. And I think a lot of people, that's the resistance right now

• 7:50Speaker 00

  because they tied their identity into doing the actual task themselves when it was never about that, right? And I think that's a much easier way to put it than like, you know, like all the, all the stuff that gets views, right? That gets clicks. Like I have all these dot charts that go out like this replaces this, this replaces this, and it gets people arguing with each other. But at the end of the day, what we, what we really mean, at least what I really mean, I think you mean this too, is you should be looking at replacing processes. It's not so much about all these bloated, you know, you don't want to hire humans, like I said last time, to do robot work.

• 8:20Speaker 01

  Yeah, and two things. One, you had to be careful in what you read, like when people are saying like, oh, look at everything we did with just one growth person. Is it really one growth person?

• 8:29Speaker 00

  Yeah.

• 8:29Speaker 01

  Or are there a lot of other people dipping their toes in marketing?

• 8:32Speaker 00

  He for sure works with a bunch of engineers and he's probably hired a bunch of consultants. But you can see here, this is like a case study from, you can see that's, this is their branding, right? So like, oh, as a, uh, the growth marketing team focused on. Building out performance, marketing channels across paid, uh, search, social, mobile app stores, email marketing, SEO. As a non-technical team of one, they use Claude Code to automate repetitive marketing tasks. Sure, they do that, but there's no way it's just one person.

• 8:53Speaker 01

  I agree with you.

• 8:53Speaker 00

  Yeah.

• 8:54Speaker 01

  And the second thing is, you were talking, you just mentioned Brett Taylor. Brett Taylor, for people who don't know, uh, sold the company to Google back in the day. It was really amazing what he did. He was supposed to be the CEO of Salesforce, decided to back out, was on the Twitter board, pushed during that transition.

• 9:11Speaker 00

  Uh huh, yeah.

• 9:12Speaker 01

  Yeah, he pushed Elon to end up, the board forced Elon to end up buying, uh, X when he tried backing out for a minute. And then, uh, I believe he's also on the board of OpenAI.

• 9:23Speaker 00

  I think he was to help with that transition, and I don't know if he's there anymore.

• 9:26Speaker 01

  I'm pretty sure he's on the board.

• 9:28Speaker 00

  He has a conflict of interest now, because he has the chatbot company.

• 9:32Speaker 01

  Sam Altman praises it.

• 9:34Speaker 00

  Yeah, I'm sure he does, but that, that, that kind of seems like a conflict of interest.

• 9:38Speaker 01

  I think he's still on the board, I'm ninety-nine percent sure.

• 9:40Speaker 00

  Maybe, she's, maybe he's still chairman, I don't know. He's not that much older than us. Yeah, he's, so Wikipedia says he's still chairman.

• 9:46Speaker 01

  Uh huh, yeah. Did you see, so talking about replacing people, did you see the X comparison of, uh, Sam Altman? You know, and I hope no one passes away, but Sam Altman passing away versus Elon passing away, what would happen to the companies?

• 10:03Speaker 00

  No.

• 10:04Speaker 01

  So they were just like, well, if Sam Altman passes away, and again, Eric and I don't want any, wish ill will to anyone, and we don't want anyone to die. But if Sam Altman passed away, they're just like, it wouldn't be a big deal for OpenAI. Brett Taylor would just take it over, he's already on the board, he's an amazing operator.

• 10:19Speaker 00

  Yeah.

• 10:20Speaker 01

  And some were arguing that it may even operate better with Brett running and being at the helm of OpenAI, right?

• 10:26Speaker 00

  Potentially. But you can't lose Elon.

• 10:27Speaker 01

  You can't lose Elon. They're like, well, who's gonna replace Elon? They're like, oh, we're gonna have a lot of problems.

• 10:32Speaker 00

  Yeah, yeah, yeah.

• 10:34Speaker 01

  But that just goes to show, uh, and, and this is a problem, I think, in organizations, and I've seen people talk about this all day long. I'm not valuable like Elon Musk, but I remember when we were pitching NP Digital to investors a long time ago.

• 10:51Speaker 00

  Oh, you tried to raise funding? Oh, I remember this.

• 10:53Speaker 01

  Yeah, this is a long time ago. We were, it wasn't really raising funding. We were gonna sell a chunk of the company.

• 10:58Speaker 00

  Yeah.

• 10:59Speaker 01

  And when we were doing this, I don't know when this was, but maybe like

• 11:01Speaker 00

  Three years ago?

• 11:02Speaker 01

  Three, four years ago, I guess. Maybe four years ago. So when we were talking to potential people.

• 11:07Speaker 00

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• 11:42Speaker 01

  People, you know, they would all ask the question of what happens when Neil is gone, right?

• 11:48Speaker 00

  Key man risk.

• 11:49Speaker 01

  Key man risk. And then now, again, as I, as I told everyone earlier, I'm no Elon. We don't, we don't really talk to investors at all anymore, but we don't really get the question anymore on key man risk.

• 12:01Speaker 00

  Yeah, which is good. So do you think today, okay, if you were to go away, like the company could continue on as is, it would continue growing, all the things? Same growth rate next three years, average?

• 12:14Speaker 01

  Yeees, I think growth will slow down a little bit.

• 12:18Speaker 00

  Okay, yeah. I think you don't have the key man risk. I have key man risk.

• 12:23Speaker 01

  Yeah.

• 12:23Speaker 00

  In, in, in multiple areas. But anyway, I think it's, it's good to call that out, but I do think going back to it again, the whole idea that, you know, AI here is here to replace processes. I think it's also hard, like we're doing our hackathon next week at my company, right? And I was, I'm just seeing the people, the things people want to build. They want to build dashboards or they want to build key. Research tools. I'm like, bro, like you're you're building things for humans to still use like stop stop thinking like that like think outside like you gotta think about things that only robots can do, right? Because I I look I look at the stuff people are talking about on X like I'm not doing I'm not running ads myself. You're not you're not either. I'm assuming, but.

• 12:58Speaker 01

  On X or?

• 12:59Speaker 00

  They're just talking about it on X like they're.

• 13:01Speaker 01

  Oh, running ads, not?

• 13:03Speaker 00

  They're like, I use Claude code to basically manage all my ads and I'm spinning up like a thousand different variations or whatever. And like they're showing their process. I'm like, you know, whether it's like working correctly or not, or even if we do like a tenth of that, that's cool, right? Because I don't think you should be like spinning up ads or whatever. And I think if you're an SEO, you gotta be learning the different dynamics around AEO. Probably learn some Reddit, learn some YouTube as well. You gotta be very dynamic. So like even us going through this hackathon process, number two, it's very important for me right now where I'm like, hey, I gotta take a quick look at what they're working on. I'm not involved in the hackathon until the very end, like the show and tell. But I'm like, you you gotta like constantly keep things like on track. Otherwise it can just go like really haywire.

• 13:39Speaker 01

  Yeah, dude, speaking of running ads, I got the question the other day and we ended up creating a chart on this. I don't think it's been published, but it ends up breaking down where companies spend their advertising dollars. It it it shouldn't be live yet, right? So I doubt it's on X, but it will be on X. My guess is next week. So I always get the question from people on, hey,

• 14:04Speaker 01

  where should we be spending money on marketing? And if you guess, where do most people spend their money on? I already know you're yeah, you're gonna end up saying ads. So we started looking at it from startups to the midsize companies and then enterprise companies, midsize being nine plus figures, right? And what we found was startups spend most of their money on paid search. You nailed it. Google, okay? Then the next category, if you had a guess, what do you think it is?

• 14:30Speaker 00

  Meta?

• 14:32Speaker 01

  Close enough. It's organic social media. And then the third category, and we looped, we bucketed them in together was content and SEO. Now here's where it gets interesting with midsize. It's almost the same. Paid search is still number one. They shifted content and SEO from number three to number two. And if you had a guess what number three is, it's social media, but it's not organic. It's.

• 14:55Speaker 00

  Paid.

• 14:55Speaker 01

  Paid.

• 14:55Speaker 00

  Yeah.

• 14:56Speaker 01

  You nailed it, right? But enterprise is where it really gets interesting because it changes. Paid search is actually not number one. It's number two. Paid social is still number three. But number one, if you had a guess, where do you think most enterprises spend their money?

• 15:11Speaker 01

  Big brands Coca-Cola, Pepsi.

• 15:13Speaker 00

  Branding.

• 15:13Speaker 01

  Yeah, bingo.

• 15:14Speaker 00

  Yeah.

• 15:14Speaker 01

  Brand advertising.

• 15:15Speaker 00

  Yeah.

• 15:16Speaker 01

  And speaking of Claude and using these AI tools, yes, it should be helping you with a lot of this stuff, especially processes. But when you're doing a lot of brand advertising campaigns, I think that's when it's really important to have the humans in the loop. Um, and the reason being is, uh, did you, you see the Coca-Cola fiasco with the AI generated ads?

• 15:39Speaker 00

  No, what happened?

• 15:39Speaker 01

  So they ended up creating AI generated polar bear commercials.

• 15:44Speaker 00

  Oh, oh, yeah.

• 15:44Speaker 01

  And then people were just pissed. They're like, you took the soul out of the ads and they didn't like it. And I'm not saying people are right or wrong, but if your goal is branding, because once a company gets so big, I don't care who you are, whether it's Claude or ChatGPT, or you know, even in the agency space, you look like publicists. You're not getting your customers from paid social or paid search. You're getting it from your brand name.

• 16:10Speaker 00

  Yeah.

• 16:10Speaker 01

  And we all know this. They've, all these companies that are old and that are large, tend to get majority of their customers from their just brand. And when you're doing branded campaigns, it has to be thought out really carefully. Because if you screw up a little bit, it can just really tarnish your reputation and your brand.

• 16:29Speaker 00

  Yeah. I don't think, I mean, I don't think, again, I, I actually wrote this out. Um, I've been writing these X articles. I had one that did well this, this last week. Um, it was like 500,000 views or something, but that, we can talk about that in a second because I think that's the future of marketing. But, um, I, like, I've been talking more about this forward deployed marketer model, similar to Palantir, right? Or similar to Anthropic, like they put forward deployed engineers in.

• 16:49Speaker 01

  Wait, can you, can you explain it? Because I have no idea what you're talking about.

• 16:52Speaker 00

  A forward deployed engineer, uh, Palantir, I've always wondered, I'm like, what the heck do they do, right? They make so much money. And so what they do is they put an engineer, they embed the engineer into your company. So that's the forward deployed engineer, okay? FDE. Um, and then what happens is they already have the, their stack foundry and that's the base software stack that they have. But they customize it for different government agents that they, agencies that they work with or whatever client they're working with, right? So Anthropic did this too recently. Which is why the government didn't want to turn off of them necessarily. They were negotiating so much because they were so entangled with their four deployed engineers and all their software was in all the government systems, right? It was hard to rip it out. So I think where, at least where we're calling it single brain, where we're taking things.

• 17:36Speaker 00

  We're going to have four deployed marketers, like really smart marketers, and not just like, maybe you're only good at one channel. You're like a more well-rounded marketer. Like, I would consider us a little more well-rounded in our careers now. And so, and then you have, they're working with the custom agent stack that you built and they're customizing for the clients, right? So I think to your point, going back to the brand thing real quick, I think you're always going to need smart people. Smart people aren't going to, you know, they're not going away. And I think the people that never were good at these jobs anyway, that's okay. They're going to be able to work on something else that they really like and they'll be okay.

• 18:06Speaker 01

  So let's go back to the four deploy engineer.

• 18:10Speaker 00

  Yeah. Cause I want to FDM here, at four deployed marketer.

• 18:13Speaker 01

  Okay, yeah, because I have something on marketing that could be somewhat related, but maybe I'm misunderstanding the engineering side. So it is, a company has their own software solution or technology and then corporations work with them. So they're putting their own engineers into other companies' offices. They're working as employee of that organization and help implementing their own solutions. But they're in that physical location, like being in Goldman Sachs's office or whatnot.

• 18:40Speaker 00

  It's similar to how holding companies will put their employees into like.

• 18:42Speaker 01

  Got it. We do the same thing in which some of our clients require us to put our marketers within their offices.

• 18:48Speaker 00

  How many hours do they have to be there per month in office? Is it full-time?

• 18:53Speaker 01

  Yeah, yeah, yeah, full-time. We don't have any that are part-time. It's all full-time.

• 18:56Speaker 00

  Got it. So they're full-time and then once the engagement ends, they come back to you? So, and do you find that they actually retain longer because you insert people into the company? Do you have a number, do you have numbers around that?

• 19:07Speaker 01

  I don't, but I should look that up.

• 19:08Speaker 00

  Numbers on that?

• 19:09Speaker 01

  Yeah, we've been doing this for years.

• 19:10Speaker 00

  I had, I would imagine you, like, I've never asked you, like, it's obvious that you've been doing it, but I've just never bothered to think about it, like, nor have you.

• 19:17Speaker 01

  Yeah, I never thought about it. I know for a fact we've been doing it for more than five years.

• 19:20Speaker 00

  The retention's gotta be higher. Like, I'm so curious.

• 19:23Speaker 01

  Yeah, I don't know. And I know we do it in many regions, so I can actually break it down by client size and by region. But interesting model here.

• 19:33Speaker 00

  Dude, that post would do well. If you had the data around it, you post it to X or whatever, that would do well. Because nobody talks about how well that does and it's like a new concept. But agencies have been doing it for a very long time.

• 19:42Speaker 01

  They've been doing it for a very long time. But speaking of that, you know, when I travel throughout all the world, people talk about what they do with AI.

• 19:53Speaker 01

  And one thing that we're seeing consistently is organizations are all paying for these tools. So you can pick Claude or ChatGPT or Copilot. A lot actually pay for Copilot, at least on the enterprise end.

• 20:07Speaker 01

  You know, or Google, because it's just thrown in. And when they're paying for these solutions, one, they usually don't pay for one, they pay for multiple. But two, they're all running into the same problem. The problem being, hey, and I'm going to use content as an example, because this is a simple one that a lot of people or marketers use. Hey, a lot of different people in our organization are using Copilot or Gemini or ChatGPT to help with content. And sometimes the quality is really good, and sometimes the quality is really bad. So then they go with a different model. The model being, we want to hire companies like yours, NP Digital, to come and train our people on how to create better content. And I always tell them, that model's broken.

• 20:52Speaker 00

  Yeah.

• 20:52Speaker 01

  And they said, why? I'm like, you can train people. One, if they're not receptive to the training, because not everyone will be. You're not going to get amazing quality results, because they have a minimum bar that they would like, and they want everyone to meet it. And I'm like, that is really hard to do. And let's just be realistic. Most large organizations that are publicly traded, I get Block laid off forty percent, I believe, of their staff. Atlassian just laid off ten percent. Majority are not going to lay off twenty, thirty, forty percent. I'm assuming you agree with this statement, especially the older, traditional companies that are larger.

• 21:29Speaker 00

  And I don't, yeah, I don't think it's majority. I think there's a good chunk, but not majority.

• 21:32Speaker 01

  Correct, yeah. At least in the next, at least in the rest of twenty twenty-six, I don't see the majority of large, old-school corporations just laying off ten other staff.

• 21:40Speaker 00

  I agree with that.

• 21:40Speaker 01

  Right?

• 21:41Speaker 00

  Yeah.

• 21:41Speaker 01

  Maybe times will change in the future.

• 21:43Speaker 00

  Yeah.

• 21:43Speaker 01

  So they're trying to figure out how they can get their team to produce a minimum quality for any of their marketing materials when they're using AI. So I'm talking to him and I'm like, you guys are all thinking about this wrong. You're trying to train your team to all use AI in a specific way. And I just sent you a meme and you were the one who told me it's like six years old, but I just got it today. Do you want to read the meme?

• 22:12Speaker 00

  Yeah, so here, I'll read it and I'll bleep out the word over here. Okay, so the meme that Neil sent me, it's from MIT Technology Review. I think it was a joke, that was from MIT Technology Review. But the meme is this, if you're so smart, why aren't you rich? Turns out, you're effing stupid.

• 22:28Speaker 01

  Yeah, and the problem that I was telling them is you're expecting everyone to put out a minimum quality of marketing when you're using AI. But people have different abilities. Some people are really talented and smart. Some people are newer and need to learn more. Some people are, whether they're new or great with technology. Some people may be in the organization for a while and they're slower to learn technology. So I was like, the solution isn't to train everyone on AI and get a minimum. The solution is to train the AI to deal with different personality and levels. So that way it can figure out who they're dealing with. So that way they know what to ask that they're not going to ask. So they can still produce a minimum quality output.

• 23:13Speaker 01

  So I was like, what organizations need right now is instead of worrying about training a thousand people in marketing or a hundred people in marketing on how to use AI. It's to train the AI on all the edge cases and the people that they're dealing with. So that way it knows the minimum quality of output that it needs to produce for each and every single output. So that way, no matter who's using the AI, it adapts to that person and gets better and better. And I was telling the organizations, I actually think that's more feasible than training, you know, 500 people or 200 people and get them to all create a minimum quality output.

• 23:53Speaker 00

  Anyway, that's it for today, guys. Please don't forget to rate, review and subscribe and we'll see you later.