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Screaming in the Cloud with Corey Quinn features conversations with domain experts in the world of Cloud Computing. Topics discussed include AWS, GCP, Azure, Oracle Cloud, and the "why" behind how businesses are coming to think about the Cloud.
Corey: Well in, in terms of specialization, it's about narrowing the addressable markets, who you're saying yes to, who you say no to, and I think we're all come pre-wired as entrepreneurs, people who want to start and launch a healthy business. One of the ways we get into business is just by saying yes to people.
Corey | SITC: Welcome to Screaming in the Cloud. I'm Corey Quinn, and I've been trying to get this one set up for a very long time. Please welcome my guest, Corey Quinn. Thanks for talking to me, and may I admire you on your excellent name.
Corey: Thank you, Corey Quinn, I am excited to be on the podcast finally. It has been years and we've been talking back and forth.
Thank you so much for the invite.
Corey | SITC: This episode is sponsored in part by my day job Duck. Bill, do you have a horrifying AWS bill? That can mean a lot of things. Predicting what it's going to be, determining what it should be, negotiating your next long-term contract with AWS, or just figuring out why it increasingly resembles a phone number, but nobody seems to quite know why that is.
To learn more. Visit dot. Bill hq.com. Remember, you can't duck the duck bill. Bill, which my CEO reliably informs me is absolutely not our slogan.
So I grew up with a very different name, and when I got engaged in 2009, I realized that I was marrying someone who was a strong feminist, uh, and a lawyer. So the last argument I won was, will you marry me?
And we met in the middle on the last name issue, and we both picked a new name. It happened to be a family name on her side. But I became Corey Quinn in 2010, and it turned out that someone can't imagine who had the.com and all of the useful screen names everywhere. Uh, back in that era. My Twitter handle was not kidding.
My amateur radio call sign, which is the sign of someone who's really got it going on and, and is great at dealing with adept business things, whether you have a bunch of line noise, no one can pronounce, but. We have been passing like ships in the night. We've been forwarding each other emails over the years of, from people who are confused about how these things work.
And I think recently someone, uh, sent me a screenshot of me being described by Google's ai answer bot with a picture of you, and it's like, oh, I don't remember being able to grow facial hair. That would've been impressive. Yeah. What do you do? What is your story and what's it been like to basically be, uh, more or less a constant namespace collision with, as someone was once called me a, uh, prolific shit poster.
Corey: Well, uh, first off, this is like a collision of two universes. This is so cool that we're doing this, uh, and, and great to finally connect. So what do, what do I do? So I've been in the, primarily the digital marketing space for the last 20 years. Uh, I graduated just prior to that. I was in wealth management.
Prior to that, I was an entrepreneur and I started off in a sales role. I was basically the, the number one sales guy for a digital marketing agency. We sold. PPC and SEO to large retail brands like Lululemon re Max Hyundai, men's Warehouse. And uh, I was pretty good at sales. I loved it and made my way into sales management.
And then most recently I was a chief marketing officer of a digital agency called Scorpion. And the interesting thing about Scorpion is that we grew revenue. When I joined in 2015, we were doing about 20 million. By the time I left, about seven years later, we were doing about 200 million.
Corey | SITC: But unlike many engineers, you don't, uh, describe yourself as a 10 XCMO as best I can tell.
Corey: I don't know. Uh, I, I've since left. I wrote a book called Anyone, not Everyone. It's my five step Process to help agency founders escape founder-led sales. And yeah, now I work with, uh, directly with agency founders.
Corey | SITC: I have just bought a copy of it. I will probably not leave it on the work bookshelf and to imply strongly that I'm the one that wrote it, but I'm also not gonna introduce it that way.
So, you know, people can assume the things that they tend to assume. Your history's fascinating. I, I ca, my last real job was in wealth management. Before I started this place, BlackRock bought the robo-advisor I was working at. I started off doing sales. Unlike you, I was not spectacular at it and I, I went in a tech direction instead aimed at.
More or less a well honed sense of cynicism and that that was an interesting ride. I mean, you're, you're in the Los Angeles area, you're the next neighborhood over from where I spent 10 years. We, we live in very strange circles. It is weird that we've never quite connected with a few people on LinkedIn in common that Oh, yeah, I remember the LA days from that.
It has been a fascinating story. I, I wanna dive in though, what does it look like to grow 10 x from a CMO perspective? Because from an engineering perspective, oh, I, you're gonna grow 10 times the users. Well, okay, great. I can give you chapter and verse around what that scaling is probably going to look like if you do it right.
Probably what it look like when you do it realistically, which is a polite way of saying wrong, but the marketing side of it is a bit different.
Corey: It is. I think the twist here also is the fact that we're talking about a service-based business versus software or sas, right? Where adding an additional user is not necessarily incremental costs, maybe marginal costs, whereas you think of a service-based business, typically you see costs associated with revenue.
If you have, uh, a hundred clients and you add an additional a hundred clients. You're in a pickle 'cause you have to hire a bunch of people. So the, the challenge is how do you create scalable service-based business? And I'll, I'll kind of paint the picture on what I stepped into back in 2015. It was a digital marketing agency.
As I said, they, they were doing websites, P-P-C-S-E-O back then was, was the primary focus for attorneys. And it was, uh, it was about a hundred person company. They had a six person team. Uh, sales team, and it was largely founder led and the challenge was that the founder who had been the, the visionary behind growing this business had done a great job.
He realized he needed to bring some, some external people to come and help him get to that next level. And so my job, my, my responsibility coming into this. $20 million company was to not just kind of nurture the business as is it was to grow exponentially.
Corey | SITC: Yeah. It turns out that very few jobs have a description of Great.
So you know that chair over there that's starting to cool. Your job is to fit and it keep it warm. Don't make any sweeping changes and send us a postcard every six months. Growth is sort of the definition of modern business.
Corey: Yes, and I was an expensive hire compared to this. This was a homegrown company.
The guy had hired all his best friends. The challenge was that all of the business that they had been acquiring was all from inbounds, which is awesome. And we love inbounds, especially warm inbounds ready to, you know, hire you. But that only is good to a certain extent that you can't control inbounds.
There's not an endless amount of inbounds. It's, it's a, it's a finite resource and you cannot scale revenue. Just waiting for the phone to ring.
Corey | SITC: You are describing the last seven years of Duck Bell, where it started off as the Quinn Advisory Group once back in 2017. It had a stylized Q is the logo, which looks disturbingly too close to the Q Anon logo.
Had I not rebranded by the time that came out, I assure you I would've in a hurry. Uh, and it was all. Like I, I wanted to be the most notable voice in a space, so I niched down very tightly into fixing the AWS bill, and it sort of ran away from me. But even now, over 90% of our customer base comes from me making obnoxious noises on the internet.
The other 10% of it is recurring customers and word of mouth from other folks in the space. And we've never done an outbound program with any seriousness or rigidity now that we're building software and there, there's this established Go to Market sequence for a lot of these things. But yeah, my big challenge in the coming years is going to be how do I become the accelerator and not the pure engine behind all of it.
But that's future Corey's problem, not today's,
Corey: and I'm happy to problem solve with you if it's helpful, but so. I remember when I first joined, it was a six person sales team, and the founder was brilliant 'cause he put this sales team in a separate room, in a separate building, uh, away from the account managers and all the other people in the agency.
What he built was, was not a boiler room, but it was a sales floor, a proper sales floor with, uh, a big metallic gong that they, they would use to celebrate one call closes. It was this really fun sales environment. Calls were coming in, people were closing deals. It's great. It's great vibe. But again, we were stuck with this inbound, uh, lead flow.
And so what did we do? My job? Expensive hire coming in, need to accelerate sales. Well, we maximized all the inbound sort of tactics, leveraging, you know, the HubSpot, you know, content marketing and, and landing pages and all that stuff. But that of course wasn't good enough. We weren't growing fast enough and so we had to do the same.
There's
Corey | SITC: no dial. You can turn up on that or, or it is, but it's great. I almost killed myself in the pandemic years. I was putting out 11 pieces of content every week, and it was depressing. I had no time to think about what I was writing. Just quick generate more. It does not scale,
Corey: but if you study kind of the, the topic of inbounds, we know that only.
3% of any industry is coming inbound in any quarter, right? So it's a relatively small, really small percentage of the overall addressable market that you're trying to attract. They're coming inbound, and of course you're sharing those inbounds with all of your competitors. And so the next phase that we had to figure out was.
How are we going to start doing outbound? And the dynamic again on the sales floor was that these guys were just answering phones and making dollars. They, they were very well paid, got off work at about 4:00 PM had a wonderful life, and we had to literally go into that sales floor and say, Hey guys, here's a, here's a list that we just bought from Dun and Bradstreet and you to start picking up the phone and start dialing these attorneys
Corey | SITC: dial for dollars.
I remember those days.
Corey: Smile and dial. Of course, that didn't work. We tried a lot. We put a lot of pressure on them.
Corey | SITC: It's also really hard from a services perspective because so much of that is based on, based on trust and relationships and with founder led sales. Great. I, I can walk in and have an instant credibility that somewhat in a sales function does not necessarily have, because they, you know, didn't spend the last decade.
Being obnoxious on the internet about a particular topic.
Corey: Yeah. And, and frankly, to hire a sales rep to come in and be able to re replicate what the founder does with any predictability is basically impossible. So what we did, we figured something out. So we were selling to attorneys, and if you've ever sold to attorneys, Corey, you know, that they have a, uh, receptionist or an a, an office manager.
Corey | SITC: I married an attorney. I would say it's probably one of the best sales jobs I've ever done. But, uh, also one of the hardest, I mean, this is not a commodity flying off the shelves. Let's not get ourselves here.
Corey: You are quite a, quite a talented salesperson, clearly.
Corey | SITC: Oh, I I must be. Yeah. Only when it matters.
Corey: So what we figured out is that when we would call a, uh, a law firm, we would get shut down by the office manager, by the receptionist. We couldn't get through. So what we did is we sent a gourmet box of cookies to the law firm. What we did is we put these gourmet box of cookies in a FedEx box, the overnighted it to the attorney.
It would skip the, uh, front office, 'cause it's an overnight package. It'd go right to the attorney. They would unzip the, the box, they'd open it up, they'd pull out this amazing tin of like. World class cookies. Like if you, if you're not like holding the wall when you're eating these things, you're gonna fall on the ground like that.
That level of just incredible, incredible moment. Those, of course, they ended up in the break room. All of the office staff would stand around eating these amazing cookies, drinking coffee, and they would say. You know who brought the amazing cookies? And someone would say, oh, this company Scorpion. And someone else would say, well, who's Scorpion?
Someone else say, I don't know, some company, da da. But before you knew it, the name Scorpion's, like bouncing off all the walls in the law firm. Of course we call to follow up. We don't just send a gift, we call to follow up. And the energy went from traditional, you know, like arms crossed. No, I'm sorry. You can't talk to them, to, oh my God.
You are the guys that sent those amazing cookies. Ah, those were too good. We ate all of those. Thank you so much. Let me put you through
Corey | SITC: it. It feels like this is the sort of thing that as two, has two failure modes. One is as soon as people hear this idea, they think it's great and they start trying to do it themselves and it starts to get lost in the noise.
The counterpoint is what you just said though, that follow up piece of it. There's a certain sense and a lot of, uh, marketing folks who. I don't wanna use the word crappy, but pretend I did. And they will just go ahead and spam this stuff out without follow up. And a sort of a cargo cult approach of, oh, well it worked for you, it must work for me.
Without putting the work in, doing the follow up, becoming established, like, we need to be able to send 10,000 boxes of cookies, try 50, and then do some calls and see how it goes.
Corey: I'll tell you, so I've codified this now and I started teaching it to my clients and others. There's really four things you have to get right.
Number one to your point is the list. This is not a spray and pray spam, your tam type of approach. At Scorpion, we did a lot of that 'cause we started off with 50, but we scaled it up to, uh, 60 salespeople sending 250 gifts per quarter. It was madness, but we didn't start there, right? So we, what we wanna do is we want to build what I call your 20% list, which is kind of think of like your, your Dream 100.
Who, Corey, are those ideal prospects that you can't otherwise get in front of? Those VIP prospects that if, you know, if you got a meeting with them, you would build a relationship, you'd probably close them and it would be a lifelong amazing client. Like that's who you want to target with us. That's number one in the list.
Corey | SITC: Which is great. I, I wish I thought of the cookie idea. Instead, I started an interview show where it's like, well, all right, how do I get a, how do I get to talk to people? I have no business speaking to where the immediate response is not get the hell out of my office. It worked, it, it took a little bit more work, and it was a little bit more flattering on the waistline if I could be so, so blunt for, in my case, where I, I'm fighting it constantly.
It's not a dad bod, it's a father figure, but yeah, it's the I I'm dealing with now. Uh, that approach again, doesn't scale and no one is gonna, like, by the way, coming on this show when the entire before and after show are me pitching them on things. It's, it's build the relationship first, then see what happens.
This episode is sponsored by my own company, duck Bill. Having trouble with your AWS bill, perhaps it's time to renegotiate a contract with them. Maybe you're just wondering how to predict what's going on in the wide world of AWS. Well, that's where Duck Bill comes in to help. Remember, you can't duck the duck bill.
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Corey: And so that, and that's an interesting context in terms of this gift. This is not just you're pulling a a Yeti cup off off the mug and putting your logo on it and send it to them.
This is a relationship driver. This is a relationship focused campaign where we're trying to break the noise, put something in front of them that is unique striking, leaves an amazing impression, and to your point, you have to follow up. You can't just send the gift and wait for your phone to ring. You have to follow up because we all know what it's like to receive an amazing email or amazing gift from someone, and then all of a sudden, guess what happens?
The wife calls the, you know, the, the client emergency, you know, pops up and what, whatever that situation is, and we lose that moment. So we have to diligently follow up. And then the other trick to this, I'll let you, uh, finish your thought.
Corey | SITC: Oh, please, please. This is, I just wanna point out how brilliant this is because if that, I don't, you have that spark of life in your eyes that implies you have not spent a lot of time at tech company conferences.
But when you have, you get surrounded by all the swag. And I only have two rules for swag. Almost everyone fails it. The first is you have to like the swag you're giving away, even if it has another company's logo on it, because everyone loves their own logo. Great. And the second is, if this is the third one of these that I'm getting at a conference, it still has to have some utility because as soon as you find something good.
Everyone's gonna bandwagon onto it, and then it, it still has to have that value and resonate. But there is this difference between things you give to everyone who can fog a mirror and scan a badge at your booth and the strategic prospects.
Corey: So I'm, I'm in complete alignment with that. It must be unique.
It must be useful. And frankly, if it's expensive, great. Just don't bring 10,000, but bring a hundred. And then those a hundred people who get them. They'll remember that.
Corey | SITC: Yes. And people are like, well, it won't scale to every, every attendee at the 60,000 person conference. What will, it doesn't need to it?
How many leads can you realistically nurture in a quarter?
Corey: I have a lot of perspectives and strategies around how to maximize conferences. So we could talk about that maybe some other time. But I, it's a topic that I'm very passionate about because. Where else do you get in a room with all of your ICP buyers, like face-to-face, belly to belly?
It's mo it's a very, uh, amazing, powerful place to build relationships. But
Corey | SITC: it is, uh, especially when you have the complex enterprise motion where very often you have to build multiple relationships. You can't single track through someone because they tend to transition or leave or if something happens.
It's a longer process. In some cases you intentionally wanna slow it down, but that's what you were doing at Scorpion. You recently have set out on your own, you've written a book, which is something that I very much want to do. I wanna be clear. I want you have written a book. I don't want to write a book.
Trust
Corey: me. You do not wanna write a book. Yes.
Corey | SITC: Yeah. Every person I talk to with a couple exceptions is like, have you written a book? Like, oh, I will. That was the worst thing in my life. I never want to do it again. And then there's a small subset of deranged people who are like, oh, I'm, I'm working on my seventh.
Oh my God. What, what is your life like? Are there windows in your house?
Corey: Yeah. I've never been pregnant, but I've heard that you, you almost forget the, the experience of having a, a child. Right. So I'm actually in the process of writing a second book, which is, I, I'm just the beginning stages and I'm beginning to remember.
I, I did it the slow and expensive way. Like I, I took well over a year. I hired a lot of people to help me out and all these things, but I'm very, very happy that it's done. I tell you,
Corey | SITC: you have recommendations from it for people like April Dunford, who I'm familiar with, like these are, these are folks who.
The book resonates and credit we're due to the folks out there in the world. I've only gotten a couple of random cold outreaches that mentioned the book I wrote. I don't know that they even are referring to this. I, it may just be their dumb template not working out well. 'cause nothing sticks in your mind quite like great marketing or terrible marketing at the in-between stuff.
Fades in, it is well regarded. It talks about a lot of things that are just looking at the, at the outline of this. It, it's stuff that I've, that I've internalized that it wouldn't occur to me not to. For example, chapter four is titled Give a Damn. I can't tell you how many founders I talked to who are just trying to, well, I built a solution and now I'm looking to see what I can sell it to, or the grifter set who just want to make a quick buck.
You have to care or nothing's going to work.
Corey: So I'll tie this back to Scorpion because I think it's relevant to this. So, sure, you can be really great at acquiring new clients, but we all know that the real value in business is the lifetime value. Costs a lot of money to acquire a customer, but you need to keep them for as long as possible.
Two, three years.
Corey | SITC: What's it? Four times easier to sell to an existing customer than a new one.
Corey: That's right. And so the thing that allowed us to keep our clients at Scorpion so long, we kept them three years, whereas our competitors kept them six months. As a result of that, we could pay a lot more to acquire our customer upfront.
The reason why that's, that's one point. I'll put it to the side. The, the, the reason why we were able to keep them so long was due to our specialization and one of our mutual friends, Jonathan Stark, talks about specialization far as far as you could either specialize in what you do or in who you serve.
Or you could specialize in both what you do for, for a specific audience, right?
Corey | SITC: It's counterintuitive. One of the things Jonathan Stark taught me many years ago is it seems like when you start out, uh, we put the consulting hat on, you ought to be all things to all people, but that's not what customers want.
The more narrowly defined your niche becomes, the higher the rate you can command. Because billing by the hour is nuts, as he said for many years, and wrote a book with that same title. And the more differentiated you become. If I said that I'm the best cloud architect, uh, no one in this house is gonna let me get away with that because they're gonna argue for the title, whereas I'm the best at AWS billing in 2017.
It's like, well, you can have it. Just sad bastard. Who would ever claim that if it weren't true? And it was a mix of pity and, oh, thank God I don't have to deal with this. It's not a fun, exciting problem. That niche into a very specific, very expensive, very point in time problem. Uh, I more or less tripped over a gold mine, so to speak.
Corey: Yeah, but you had the wherewithal to recognize it when you did trip over it.
Corey | SITC: Well, no. I had the wherewithal to hire people like Jonathan Stark to help me, who then beat me over the head with what should have been obvious but wasn't at the time. And yeah, honestly, the ability to self-correct through various means is, is sort of a mark of success.
Like can you surround yourself a with people smarter than you? Not that hard in my case, and then listen to what they're saying and said, ego aside. I didn't have a problem with that, but I, I've seen a lot of examples where people want to believe in their own mythos more than is warranted.
Corey: Well, and in terms of specialization, it's about narrowing the addressable markets who you're saying yes to, who you're saying no to.
And I think we're all com pre-wired as entrepreneurs, people who want to start and launch a healthy business. One of the ways we get into business is just by saying yes to people, right? We, we, we, we serve clients, we over deliver on those first clients and that turns into referrals. And of course we wanna say yes to the referrals and becomes this sort of generalist trap, what I call it, right?
It is a self-fulfilling kind of flywheel where you end up with a generalist agency or a generalist business especially. This is very common in the service based businesses because you can say yes and be flexible versus. Potentially less so in SaaS, but the thing that made Scorpion really powerful, and I think the founders, they kind of fell into this, not necessarily doing this intentionally, but it, it really worked, which is that we had a specialization in personal injury attorneys, and what that meant was we got really, really good at solving that expensive problem, which is identifying and helping them to get cases from the internet.
As a result of that, we were able to charge a premium. We were able to keep clients for a very long time. And what we were able to do with that model is we went and we did repeated that with a couple of other industries. So it was,
Corey | SITC: it's such a great positioning because the default for, I'm a personal injury attorney, I'm trying to get clients.
Well, have you considered putting yourself with a dumb expression on your face at the back of a bus? Uh, like that? That seems to be the default approach these folks take. There are so many different paths.
Corey: Yes, exactly. And, and in many cases they, they need a trusted advisor. Who could guide them on how to manage their, their presence online, all these great things.
And so how that translates into the book, chapter four, you gotta give a damn, is that you can't just choose an industry to specialize in based on a spreadsheet, based on the total addressable market and some assumptions around penetration and revenue and, and. What you have to do if you want longevity.
My perspective is you actually, if you're going to specialize, which of course I recommend that you identify a vertical market that you have some kind of connection to, whether it be. Familial professional, somewhere that you are, for lack of a better term, a bias for that. You would like to show up every day, spend time in their conferences, speak from their stages, get to know them, solve their problems at a very profound level.
Corey | SITC: If you can't start there, you need to be able to get there quickly of being able to speak with a sense of expertise of having a gravitas and authority in that space. Nowhere is this more obvious than on social media where. You have these folks who are, they're just grifters, where Oh, they're terrific experts on blockchain technology.
AI comes out, they can retool their grift pitch and way faster than it takes to actually learn things. And suddenly they're experts on that. And this week they're experts at international policy and it goes on and on and on, and it's. They're not adding insight. There's no value here. It's just noise.
Corey: Yeah.
It's very thin, right? There's no, there's no depth to it. Now, the what The folks who did specialize in a vertical market or in a, in, in solving an expensive problem. AI is a gift for us because now it allows us to magnify and multiply exponentially are. Versus someone who's just, you know, leveraging generic sort of best practices
Corey | SITC: used correctly.
Absolutely. Human in the loop is important. I, I've also found that if you start diving into a topic you know well with ai, it doesn't take long for it to start absolutely falling apart to custard. And the trick is to remember this, when you're asking about things you. Don't know super well. It's, there's a, uh, I, it's a, a galman amnesia, I think is what it's called when we're reading a newspaper article about something we know well, and it's clear the reporter has no idea what they're doing, but like, oh, they, this guy's an idiot.
But you completely forget that the next time you read about, oh, middle East politics or something, and Oh yeah, clearly he must know exactly what's going on here. We forget that we're all dealing with brushes against things that are very deep, almost sarcastic, so.
Corey: Yes, exactly. So that's effectively what, where I focus now is helping founders who have built some level of generalist approach.
And as a result of that, they're struggling with retention, with marketing, standing out positioning and helping them to become specialists and then find ways to scale up revenue in a profitable way.
Corey | SITC: Help me disambiguate what you mean when you say founders, because you're talking about, again, with this audience that people will hear automatically startup, and then you're talking about things that are anathema for startups.
Like are you talking about agencies, are you talking about service companies? Are you talking about tech startups? Are you talking about all the above?
Corey: My, my primary domain of expertise is in the agency space, which is a service-based business, but I've also worked with clients who have a SaaS-based offering.
The reality is, is that a founder is the most passionate person in the business. They should be the closest to the client, and eventually they become their own bottleneck in terms of their growth, and when that becomes a hindrance to getting to whatever outcomes or milestones they're looking to achieve.
That is typically when a question about specialization might be a way to relieve them from a bottleneck. The reason why. Is that, especially in an agency where one day as a generalist, you may be doing a website and SEO strategy for a plumber, the next day you're doing an e-commerce website for you know, a widget maker, and the next day you're doing an influencer strategy.
Like every day is different. And so you have all this context switching. There's no way for the founder to truly step away from the sales role versus if you are selling an attorney a solution to help them to get more cases. That sale by nature is much more repetitive. You're selling. Effectively a productized service.
As a result of that, there's ways to step out, step away from that Salesforce.
Corey | SITC: The more productized you become, the easier it is to replicate and sell and teach other people to do it. When I took on Mike, my business partner, I was convinced that what I did was so bespoke that no one else could ever do it, and he's like, oh, I bet you're wrong on that.
And spoiler, I was good to know it worked out. I'm glad I believed him on that. It, it's hard though. It's very often the more specific you get, the better. One thing I often say I got wrong is that I, I fixed the horrifying. AWS bill is not a complete positioning. Smarter move would've been, I fixed the horrifying AWS bill for SaaS companies in the Bay Area.
You want people to hear themselves described in, in your Go to Market. I just happened to be noisy enough in an unpopular enough space for a very specific problem that I was able to skate past it.
Corey: Yeah, you figured it out, that's for sure. And I do agree people want to work with people who've already solved their problem for people like them.
So the more you can project that into the market and say, Hey, I understand your specific flavor of this common problem, the more you'll be able to stand out as that authority and expert.
Corey | SITC: Yeah. I, I really wanna thank you for taking the time to speak with me. If people wanna learn more, where's the best place for them to find you?
Oh, you'll love this. Corey quinn.com.
Corey | SITC: I wondered who was squatting on that and we'll, of course put links to that in show. Sorry,
Corey: not sorry.
Corey | SITC: Nor should you be, I, I am looking forward to the mass confusion from people who just skimm this and are convinced that we made a terrible editing error, but it's going in this show notes.
Corey, thank you so much for speaking to me. I appreciate it.
Corey: Thank you, Corey, but real pleasure. Looking forward to speaking again soon.
Corey | SITC: Corey Quinn, a author, a founder, and oh, so much more with an excellent name. I'm also Corey Quinn, cloud Economist at Duck Bill. If you've enjoyed this podcast, please leave a five star review on your podcast platform of choice.
Whereas if you've hated this podcast, please leave a five star review on your podcast platform of choice, along with an angry, insulting comment that shows you were only half paying attention. 'cause it's not even clear which one of us you are ranting at.