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Want a peak behind the curtain into one of the best places to work in cybersecurity and the minds of the innovators behind the industry’s leading security operations platform? Tune in to The Howler podcast!
Hosted by Chelsea Lowman, People Experience Specialist, and Mary Newville, People Experience Senior Manager, the culture duo connects with pack leaders on leadership insights, mental health and overall wellbeing, and how they lead their teams to advance our mission of ending cyber risk.
Will May - The Howler - v3 AUDIO
Thu, May 07, 2026 8:21AM � 1:05:10
SUMMARY KEYWORDS
Will May, Chief Revenue Officer, sales experience, relationship building, fiscal year, AI technology, cybersecurity, customer engagement, collaboration, leadership philosophy, well-being, morning routine, revenue priorities, innovation, team collaboration.
SPEAKERS
Mary Newville, Chelsea Lowman, Will May, Speaker 1
Chelsea Lowman 00:03
Hi, welcome back to the Howler Podcast. I'm Chelsea
Mary Newville 00:06
and I'm Mary.
Chelsea Lowman 00:07
Welcome to our May episode with will may. It's gonna be May. I really wanted to do that. Mary and I were talking before we hit record, and I was like, I have an idea for the intro. And she said, I also have an idea for the intro, but I just had to get that in there before we run with Mary's idea.
Mary Newville 00:28
Yes, I love that. That was, that was amazing. The first if you're listening to this and you're part of the pack, it's the beginning of the fiscal year, so it's kind of our company New Year, if you will, and freshly Yes. Um, okay, well, I was you already introed. Our guest today is will may, yes, our new Chief Revenue Officer. So I was thinking about like, if you had any fun sales experience stories?
Chelsea Lowman 01:03
Oh, that's a fun question, okay?
Mary Newville 01:07
Because while you think about it, I really feel like sales actually, as I've grown, I think maybe I could be good at sales, because now I understand, like it's all about relationship building. And when you believe in a product of like, and you see the value you want people to have it. But I think my first acquaintance with sales was having to sell like cookies and pizzas for band and volleyball in high school, chocolate bars, oh, and I hate calendars. Oh, my goodness. And I hated it so much like I would have to mentally prepare myself so hard to, you know, try to walk up and down the street to my neighbors, who I knew, all of them. But it just killed right inside. Eventually, my dad would do this thing where he would just outright buy, like, I'm just gonna purchase your quota, Mary, and you can just go give it to the neighbors. So my dad really took one for the team. He'd, like, buy the box of chocolates, and then we just bring it to, like, wherever we were going. Um, but I hated sales as a youth.
Chelsea Lowman 02:15
Yeah, wow, you really took me back. Because I wasn't even thinking that far back, I was thinking more so like in high school or college, did I have sales experience? But yes, I remember selling wreaths like wreaths,
Mary Newville 02:30
okay, I didn't have to do the
Chelsea Lowman 02:33
for dance. I remember I was in I was an Asian Association,
Mary Newville 02:38
okay,
Chelsea Lowman 02:38
randomly, and we had to sell the oh my gosh, I can only think of the Korean version. What's the Japanese version of peppero? A little like long sticks. It's like chocolate.
Mary Newville 02:52
Oh, I can sing a box something with a p, right?
Chelsea Lowman 02:57
Yes, but I can so the Korean version is pepper. Oh, but
Mary Newville 03:02
is it like Pocky or something pokey? P, O, C, K, E, y, no, they're not resonating. It's resonating. For me, it
Chelsea Lowman 03:10
is, but it's not sounding right.
Mary Newville 03:13
Maybe it's because I'm saying it wrong
Chelsea Lowman 03:16
anyway,
Mary Newville 03:17
yeah? P, O, C, K, Y, yeah.
Chelsea Lowman 03:22
I think because you said, I think because of, I don't know I heard you, but then I was thinking poke, and then I my brain couldn't get there. Yeah, the Pocky sticks, all those, wow, that was a quick
Mary Newville 03:36
sell, though, because they're actually yummy.
Chelsea Lowman 03:40
They're yummy. And those were easy to just sell in school, because we sold them for like, $2 or something. Yeah, when we had to sell the wreaths, or like the crazier stuff, I remember, similar to your dad taking one for the team, I would just my all my relatives that were, like, all here in Minnesota, Wisconsin, I'm back from Virginia, they would like buy the wreaths. We weren't shipping them to them, but they would just like support and send money. I don't even know if they sent my parents money. I don't know, but so it looks like my page was full, and we just put, like, my aunts and uncles, my cousins, all the people we would ask some neighbors, but like, my parents didn't even make me do it. Like my mom would just like, go and ask the neighbors if they wanted. You
Mary Newville 04:30
know, what's funny is, like, if my nieces or nephew needed to sell something, I would buy it. In a heartbeat. I would buy 10. I'd be like, Oh, you're selling candy bars. I'll buy the box. Like
Mary Newville 04:42
I
Mary Newville 04:42
was so scared to ask people to buy stuff, but,
Chelsea Lowman 04:45
you know,
Mary Newville 04:45
you probably would have been happy to do it.
Chelsea Lowman 04:48
And actually, I just had another throwback. It wasn't my experience, but I feel like another one of my first like entry points into sales are seeing people's. Sell Is my mom sold Mary Kay in early 2000s like,
Mary Newville 05:08
help with the parties. Like,
Chelsea Lowman 05:10
yes, oh my gosh. I love putting up little like, makeup sets in the mirrors and getting everything ready for whole bit of makeup that you know, because you had to, like, have stock to be able to sell. I remember, and I would go in there and, like, take some stuff sometimes, but I remember, like, watching her sell to the to the local ladies. So, yeah, I think those were my first that was my first time I really experienced people selling things, or me attempting to sell but I worked in professional sports, and thankfully, I never had to work in inside sales, which is how a lot of people get into professional sports. I really lucked out, so I never had to, like, do the 100 calls a day and all of that, and every single person I talked to same with you, they're like, you'd be so good at it. Good at it. It's just about talking with people, building relationships like you could talk with anyone. I'm like, I know, but no.
Mary Newville 06:12
Interesting if you think about what we do, like, we have to sell in a different way. Culture values like we do it in a different way, and the like buy in looks different, but
Chelsea Lowman 06:29
yeah.
Mary Newville 06:30
Anyways, I do. I'm a thankful I'm in my profession, though I do feel like sales, they get there's some nice perks in sales. I know it's a hard grind, and a half a lot of your salaries, commission,
Mary Newville 06:43
yeah,
Mary Newville 06:43
the travel and the events,
Mary Newville 06:46
it always
Mary Newville 06:46
looks like they're having a good time, and I totally get that that's balanced with a lot of stress and and grinding, but yeah, I'll never forget when my dad bought all the calendars For me. And I walked up to our neighbor's house, and they were like the cranky neighbors, and they had a no soliciting sign, and, and, and I remember once you got up close to the door and said no soliciting like the regular sign you buy from, like the hardware store, and then written underneath was that means you. And the anxiety I had about giving these neighbors a free calendar,
Chelsea Lowman 07:30
I could see little Mary coming home and her dad being like, why don't you give them the sign the count and you're like, the sign said, I couldn't. Oh, oh, I'm curious to hear what Will's first selling experience.
Mary Newville 07:48
Oh, yeah. Let's ask him. How did he realize he was gonna be like, great at sales. I wonder if he had like, a lemonade stand that really took off. He was like, Wow, I'm calling.
Chelsea Lowman 07:57
Oh my gosh, wow. You're really I slayed a lemonade stand about it, but I did well in my neighborhood.
Mary Newville 08:06
How much did you make? Do you remember? I
Chelsea Lowman 08:08
don't remember. But also, like, I mean, I'm sure it's like this in the Midwest. I don't know why I'm like, growing up in the South, I don't know like it. It just like lemonade stands are such a thing, and maybe because we have more nicer days to do them. So I just like, felt like we, I mean, we were always doing lemonade stands, but the big So, the most money ever made is when we'd have our neighborhood garage sale, and then I would do a lemonade stand garage sale in the on the in the driveway. And you know, people are shopping, they're they're walking around the neighborhood all morning, and they're thirsty, and you know what, they want, a glass of lemonade. So that was probably my most successful venture,
Mary Newville 08:56
successful sales venture, 97
Mary Newville 09:00
uh, my
Chelsea Lowman 09:03
mom's gonna listen to this and be like, You didn't sell anything, no, just joking, yeah, should we intro will?
Mary Newville 09:11
Yes, let's do it. We are so excited to kick off fiscal year 25 in May, with Will, may our new Chief Revenue Officer. He started about a month ago, give or take, and he's our new Chief Revenue Officer. So Will is responsible for leading our global go to market organization, including sales, sales development, channel and partner strategy and customer facing teams. In this role, will focuses on scaling Arctic Wolf's global growth and helping organizations organizations achieve stronger security outcomes as they navigate an increasingly complex threat landscape. He brings more than 15 years of go to market leadership experience across high growth software cyber security and cloud technology companies. He has built a strong reputation. Action for helping organizations adopt innovative technologies, including AI driven platforms to improve operational efficiency, reduce complexity and deliver measurable business outcomes. Prior to joining, he held senior revenue and go to market leadership roles at several high growth technology companies where he helped scale global sales organizations, expand market presence and build high performing teams known for combining operational rigor with a people first leadership approach will has consistently led teams through periods of rapid growth and platform innovations.
Chelsea Lowman 10:34
Hi, Will. Welcome to the podcast. We are.
Will May 10:37
Hello. Happy to be here. Now's the time to howl right?
Chelsea Lowman 10:42
Seriously, before you joined when we were filming our little intro, this is our May episode. And as you know, your last name is May. So we're really leaning into the May theme. And do you know the meme of the im sing song that's like, it's gonna be May.
Will May 11:01
JT, baby, it's gonna be May. That's right.
Mary Newville 11:04
Yeah,
Chelsea Lowman 11:05
exactly. So that was how I started the episode earlier, just just so you're aware, but we're so excited to have will on, because before will even started, Mary and I received a really lovely email from Kate and our talent acquisition team, and she had said she had relayed that will had been listening to the podcast and was a big fan and can't wait to be
Will May 11:32
can't wait
Chelsea Lowman 11:32
on
Will May 11:34
a lifelong dream come true this very moment. No, it's great though. I mean, I love podcasts. I consume a lot of podcasts and audiobooks just because I feel like, you know, while you're doing things like, you can actually keep listening. And I love doing 1.52x some of these audible books you can, like, crank it like, 2.4x so I think I mentioned this to you, but whatever I went through onboarding is hilarious, because I'd probably heard five or six of the podcast from both of you, but it was on, you know, 1.5 or 1.7 speeds, then hearing you speak normal, I was like, Oh, wait, this is what I've heard before. So, yeah, it's fun. It's a great it's a great asset. Thanks for having me on. And it's a great way to learn about the company from the outside in, I think,
Mary Newville 12:17
yeah, well, and this is going to be such a great way for the pack to get to know you because, of course, they're getting to see you in meetings and in Slack, and you'll be, you know, presenting at the town hall, but think the podcast slows it down a little bit. We get to learn about you personally, your career leadership nuggets, and if you're outside of sales, you might not know that. So we appreciate you making the time for the greater pack to get to know you better,
Will May 12:39
for sure. For sure. Yeah, thank you.
Chelsea Lowman 12:42
So before you jumped on, Mary and I were chatting about our first experience with selling, or sales in general. And Mary brought up when we were young, and whether it was for like a sports team or dance or whatever Association you were in having to sell, like, candy bars, or I sold wreaths, or, you know, all the different things that you would sell as kids. So curious, like, what was your very first introduction to sales? Do you remember?
Will May 13:18
I mean, in general, you know, there's actually a book called To Sell Is Human, and it's really interesting book. Basically, it's just the principle that you think about it as a kid, you know, I think Daniel Pink was the author, but as a kid, you know, you have to learn how to try and get your way, negotiate with your parents, and know which parent is going to be more prone to give blood, etc. I grew up in a house with two sisters, and so I feel like just negotiating what I actually needed to do as the lone standing guy in the house. That's probably my actual start. But you're right that I worked for a basketball team one time we had to sell some like town gift card discount program to be able to fund our basketball travel program. And then I also remember watching the movie Tommy Boy with Chris Farley with my dad. So those are all, I think, my combined, combined foundation and sales, which is a dangerous cocktail mix of sales, sales, education.
Mary Newville 14:17
What were some of the things you were lobbying for in the family, like, I want to go to a baseball game because, like, you all were going to ballet or what were that
Will May 14:26
was just like we, I mean, one can only take so many trips to home goods or TJ Maxx growing up, you know. And so I was like, Hey, let me go over to friends house. Y'all can go do your thing, mom, sisters probably, probably probably stuff like that, but yeah, movie nights, a blockbuster. You know, Mary Kate Ashley movies. I've had my exceeded my quota.
Chelsea Lowman 14:52
Are you the youngest?
Will May 14:55
I'm the attention starved middle child. So I've got an older sister. No. Lives close by then my younger sister lives a little bit further away, but all still, like in driving distance, which is great.
Chelsea Lowman 15:06
Oh, nice. Okay, fun. Yeah, Mary and I were talking about how these early experiences selling made us realize pretty quickly that maybe it wasn't for us. So curious like, how did you eventually get into sales and and did selling the town coupon book for the basketball team get you excited? Or, how did we get here?
Will May 15:34
Well, it is interesting. I think you know, especially as someone that's hired a lot of people coming out of school, you hear a lot of people that get into sales for different reasons. And could you guess what you think is the most common when you hear someone goes into sales and they say, that's because I love blank what would that be?
Chelsea Lowman 15:52
Money people? I
Mary Newville 15:54
was
Will May 15:54
gonna go Chelsea. Now there are definitely coin operated sales reps. That's maybe why you stay in sales. But to get in sales, a lot of people are like, well, I like people, like meeting new people, and then you realize, like overcoming you the fear of prospecting, getting rejected, there's a lot of downsides, which is why I think not everybody stays with it. You know, for me, whenever I was in the university, my school, Baylor, actually had a sales specific major, which is more common now. A lot of universities across the states now have sales as a discipline, professional selling as a major. And so I studied that, which I think really helped give me a great foundation. And I would really just say, like the reason ultimately, why I got into it is because, number one, sales is generally a profession where your ability to hustle and to think quickly is probably more important than tenure. And so I knew that I had a lot of ambition and wanted to sort of grow my career fast. And so you get what you put into selling. And so I liked that aspect, and then two, this may come up later, and sort of what drives me, but I love learning and selling is interesting because, especially if you work at a company like Arctic Wolf, where you're trying to take a more consultative approach to selling and understanding a customer, understanding their security stack, and how we can help augment that, you know, you get to learn so much about other businesses, and that just like rate of learning, of how businesses actually work, was really like motivating to me, and it's honestly still a thing that drives me. I loves meeting with I love meeting with customers, because you just hear what makes their business tick, what makes them win, what makes them lose, what their problems are. And that is enough, I think, to keep you fueled for a long time.
Mary Newville 17:46
Okay, that level of self awareness as a new to college entrance, that's not the crazy one, but, you know, like a starting college to know, like they use this that you want to scale a career quickly, and you love learning. So to pick a How did you learn those things about yourself? Or how did you know that?
Will May 18:05
I mean, some of that probably comes from my dad. My dad and my mom are, you know, amazing people, huge influences my life still to this day. And my dad, basically his career was, he was an accountant, turned CFO, turned small business owner, and, you know, his seeing like, kind of our family's journey with him getting more entrepreneurial, his advice was pretty clear. It's like, there's a lot of value in thinking and acting like an entrepreneur and putting yourselves in positions where you can eventually, you know, be in sort of an ownership role in the business. And so sales was one of those paths that I think got identified pretty clearly from just watching him and learning from him, that was a great path to be able to accelerate your career and get into, you know, the the world where you know your equity is a potential huge upside for how you want to play your career. And so he speaking to my dad. Another thing, you know, as a small business owner, one of the things that he pushed on me, especially like whenever I was graduating high school, starting college, was just meeting with other people that were in his business network and just saying, hey, you know, ask questions about what they actually do what they love, what they don't like about their career. If they weren't in that profession, what would they be in? And it's funny how a lot of those people were sort of like, I like this, don't love this. And eventually it all got to a lot of people were, if I wasn't in the profession, I was in something in enterprise, or something in technology, you know, high tech and maybe set like that was kind of a way that I feel like I learned a lot was just getting to ask questions and meet with various other people. So, yeah, that's, that's probably sort of the origin story of how I got into selling. Yeah,
Mary Newville 19:55
yeah. And before, before your dad helped you with these insights. It's when you were, like a little kid, were there, what were the initial
Will May 20:03
definitely not selling. Yeah. I mean, I probably, as a very little kid, loved Legos a bunch, and so I would like to ask, like, what are things you could do that are kind of like playing with Legos. But as an adult, and some people would say engineering, and I'm definitely not an engineer, so that that that wasn't going to work. Then, you know, as somebody that's, that's tall, play basketball, maybe I could get into the NBA. And then I realized I was a much better basketball player than I was athlete. To be a very good athlete, not just a good basketball player? Yeah. So those are, those are how I started you. I bet you asked people like, what did they want to be when they grow up? Is that like a common question that you all try and rock through?
Chelsea Lowman 20:52
Yeah, yeah.
Will May 20:53
You want to be professional podcasters when you're growing up?
Mary Newville 20:57
No,
Chelsea Lowman 20:58
you know, I don't know if podcasts existed, it would have, it would have had to be like a radio show host, I feel like is the equivalent. I love Delilah. I don't know if any of you listen. Yeah, so maybe, maybe that's where it all started. But no, yeah, I did always dream of having a podcast, and I never thought that I would get to do that through work. So just another example of how amazing Arctic Wolf is. I'm curious, though, quickly, when you were talking about your dad being a small business owner, watching him do that, did that make you did that give you any interest in ever owning your own business? Or was it the opposite of seeing all that hard work and saying, maybe that's not for me?
Will May 21:45
No, yeah, I would say that I definitely was interested in that. I ended up actually doing a double major for that reason, and studied entrepreneurship as my second major. And I thought through that. But, you know, once I got started in like an enterprise technology business, I think I really just fell in love with the scale of potential of what you're able to do.
Mary Newville 22:09
I mean,
Will May 22:10
small businesses, for sure, are the backbone of the American economy, the global economy for that matter, but the scale of what you could do at a company like Arctic Wolf is just amazing. And the ability to impact so many customers, so many partners, so many people, that's just really, really exciting. And so, yeah, I'd say it'd be hard for me to imagine doing the full now, like own, your own business type experience, but I'd probably be lying to say, if there wasn't every once in a while, whenever you get frustrated at the downside of size, you know, process and red tape, you're like, you know, would be a little bit easier if it was just a smaller company setup. But I, yeah, probably not. I really love being an enterprise technology
Mary Newville 22:57
Well, I was thinking when you were sharing a little bit about you're kind of in a perfect spot when you're growing, helping companies scale and grow and products evolve, because it is like being an entrepreneur within it, like an like, the entrepreneurship aspect of like, evolving,
Will May 23:14
for sure,
Mary Newville 23:15
innovation within an organization. And so to that point, what drew you to Arctic Wolf? What made you this opportunity, what brought you here?
Will May 23:27
I'm super excited to be here, and I think that arctic Wolf is just so uniquely positioned for the future, I probably generalize it into four main reasons. I think the first one is that cybersecurity is just a very durable business category. The stock market is always going to have its ups and downs, but in general, the two companies that most investors are investing in is either AI companies or cybersecurity companies. The second one is to lead a large sales organization. At some point, what you'll find is that your ability to continue to be a hyper growth company depends on things outside of sales. Like most companies, find their root in a great product and a great sales team coming together, but then sales really starts to hit a ceiling where you need some way of scaling beyond your employed humans, which is either a you have a channel organization that goes and sells on your behalf, which is what Arctic wolf has, or two, you find some ways to like, create a try before you buy product led growth, self service E commerce type experience, and we have that like, that's one of the unique assets of Arctic Wolf, is we have a great sales org. I'm getting to meet so many of our sellers and what makes them great. But we also have great channel partners, and that's such an asset as, you know, a revenue leader, and not just a sales leader, to be able to rely on others. So I love those two. Then Nick is the third reason you know Nick is, if you've spent any amount of time with Nick, our CEO, just an amazing, I think, well rounded business leader and really genuinely cares about the people that he's working alongside. And that's rare. So again, to work with a wonderful CEO, especially for me, someone that I would love to be a CEO one day. So learning from someone who's been a CRO and then to a CEO role is just so invaluable. Most times. You know, I've worked for product founders, and so this is really exciting for me. And then the final one, and this is probably where I think we should talk for a second together, is just like everything that's happening with AI is absolutely wild, right? Like the world is changing faster than it feels like maybe it's ever changed, like we're at the biggest technological shift of our lifetimes, and that's scary for sure. Like there's like legitimate fears that I think are totally normal with how fast everything's moving, and what does this mean? And all of that the movies that we watched that were like sci fi, it's like, Wait, could this actually
Mary Newville 26:07
happen?
Will May 26:07
I think for Arctic Wolf, why it's a benefit is that there's two reasons. Number one, the AI enabled economy is going to create a lot more smaller and medium sized businesses, and we have the benefit through our technology of selling to a lot of different company sizes, but generally, mid market is sort of our sweet spot. So I think that that's great for our future customer base. The second one is most cyber security companies that we're competing against that are bigger than us in public, by definition, they have to be a little bit more conservative versus we. We've already solved a lot of the scaling problems that startups have to go through and headaches, but we're also still more nimble than our bigger public competitors who we're punching against, and so we can maybe go out further on the risk curve, on how do we embrace AI to better deliver outcomes for our customers? That's basically what we announced at RSA right? The agentic sock and the super intelligence platform, we're going to be able to out innovate our customers, because our risk tolerance will be maybe a little bit out ahead. And that really excites me. So I'd love to hear how, how, how are you all thinking about AI, like, are you in that same like, optimism that I am, or do you fall a little bit more on the pessimistic scale of what that could mean for our future.
Mary Newville 27:25
I definitely think it's here to stay, and like anything it can anything can be a force for good or a force for evil, depending on the intent and how it's used. On the HR team, we've been very excited to embrace it, and I would say at least all px. And I think the people team like, we use copilot, and we actually had, we tried to implement a chat bot last year, but if anything, we were just a little too early to the game, because the technology just wasn't there to support it, and we knew if we rolled it out, it would harm our brand more than help our employees, which was the whole point. So we're trying again now with, like, a co pilot agent, but, yeah, I mean, I'm personally excited about it. I think there's always a little bit of wariness with new stuff and like, but I think the opportunity is greater than,
Will May 28:23
yeah,
Mary Newville 28:23
the fear, like, how do we lean in? And
Will May 28:26
that's a great way of saying it, yeah. I think that the reality is, is that what's what's scary is change, right?
Mary Newville 28:36
That is
Will May 28:37
not necessarily the technology itself, and especially for probably, like, you know, the two of you, like, you've been successful in your career, you know how to do things a certain way, and you've got to now be willing to actually reshuffle how you do things. And that's, I think the hardest part, right, is like you recognizing now, man, are there things that I need to know and I need to be able to do always. Are there things now that I don't need to know how to do? I just need to know how to access the information of how to do. Doing that ping pong back and forth in your brain is really, really taxing right now.
Chelsea Lowman 29:15
Oh yeah, that is such a great way to say it, because I think that's where I am right now where I can see all the benefits, especially professionally and through work. I'm like, Oh yes, I can't wait for this to help us get more efficient and automate this and automate that. Personally, I think I just have some concerns on the like, environmental impact, yeah, and
Mary Newville 29:39
I feel like there's some, there's a lot of questions out there that we don't have answers to, so that's like a little piece for me, but for the most part, yes, trying to, like, lean in, stay optimistic, especially knowing that it can only make our jobs easier. So I don't want to be against. Just anything like that. I just think too, like, there's so much, I think a lot of fear on like, it's going to take all our jobs, but instead, like, how can we operate from abundance and be like, it's going to take, like, the hard jobs and like, or hard, harder things and create opportunity for more creativity or more flexibility and freedom? But I was thinking too. I think when will you said, like, it's the fear or it's the unknown that's scary, not necessarily what it is. And also, too, I think it's like, you're talking about that mental shift of like, I used to do it this way and now to do it this way. I feel like there's some like, morning, if you will. Mornings may be a strong word, but when it's like, but when I was in college, I and for the first 10 years of my career, I had to grind and do all these reports. And now you just, like, tell copilot, like, it's almost like,
Chelsea Lowman 30:49
Yeah,
Mary Newville 30:50
but just like the past it is, you know, like we need to embrace what's here now, because it's just a different world.
Will May 30:56
Yeah, yeah. I think that if you, if you have a view which is, you know, maybe a little bit too philosophical for the Howler pod view that there is no fixed pie in the global economy, and we can grow the pie. Then ultimately, you view major technological innovations through this lens of this is going to create new opportunities that we don't even know about. I mean, like, even now, you know, with Artemis two just coming back, and, like, coming back, like, you know, Chelsea, you're talking about environmental concerns, which I think is totally fair, and I've thought through that for sure. But like, you know, they're talking about data centers on the moon, and how much more, you know, efficient that would be for all of our like, there's just so much opportunity, and I think that the key is just being willing to adapt. And I recently reread, I think it was like the 1995 Classic Who Moved My Cheese, old business book. If you haven't read it very short, you can definitely read it in like, an hour and a half, but the whole book is around, how do we, as in our personal and professional lives, deal with change? And there's a quote from it, and it won't make sense if you don't understand the book, because it's about mice looking for cheese, which is not a great setup, but it says it's it's safer to be searching in the maze than it is to remain in a cheeseless situation, which is a really profound perspective of like, it's better to get longer on trying to figure out the future than trying to just stay in like what's getting passed by. So I don't know that's on us, as you know, leaders, and especially for the two of you, on you know, people, experienced professionals, on how to create a culture that, on the one hand, recognizes the value in all of us and the dignity of our work, but then at the same time, fosters this core value that we have as a company of innovation, to be able to lean out further and try and find ways to experiment and fail and be okay and ask questions, just continue to be curious, because none of us haven't figured out right. We're all learning together on this one
Mary Newville 33:04
totally Well, obviously you're I, you know you're super excited that how AI affects our platform and our services and what we sell to customers. What has it looked like for you to personally embrace AI as a professional? And do you already see like ways that it's helping or changing how your teams will sell
Will May 33:21
for sure? Yeah, I think that you know how it's going to change how we sell is going to be a large question in general. I think that in a sales profession like sales, is this intersection of art and science and not just sales. You know, being in customer success, being in deployment, being a sales engineer, being in channels, like basically in a highly external facing customer role, you have this intersection of art and science. And the science can be, you know, pattern matched, ai, agentified in some way, but the art of what we do, the judgment all of that is, you know, stuff that is going to be very, very, very challenging to sort of displace or replace in any way. So I think that there's some easy ways for us to make some marginal gains fast, like what Hannah Klug and the enablement team have released with Scout, you know, being able to have, like, a real time chat bot, essentially, I think that's amazing and what they're working on. But how I've been evolving is I went from thinking about it as like tools that we need to buy and integrate into our go to market to then, how do you just get efficiency gains by doing things faster with AI to now I feel like my mind is changing, which is, how do I have a true thought partner that I can you know, this is maybe too much into how the sausage made, but like at the end of each day, I have this app called whisper, where I talk into my LLM and I basically just share with everything that happened in that day, everything I'm thinking about, decisions that I need to make priority. Use, and I'm trying to build essentially like a brain for myself that could be my thought partner outside of the processing I do with my business peers, for how I come to decisions and how I process, and then from there, with that context, there's all sorts of stuff that we can do, right? But the key is just getting and building the context, which takes more than just like you prompting vibe coding for a couple of hours one day. So I'm trying to build that discipline
Mary Newville 35:28
so cool,
Chelsea Lowman 35:29
so cool.
Will May 35:31
It's a lot easier to talk than to type, too.
Chelsea Lowman 35:34
I'm so impressed, like I feel like every time we talk about AI in the podcast and someone shares like a new way that they're using it. I'm like, I am so behind, I need to get on it, but I feel like this is maybe a good segue, because I'm not sure if any of what you have been sharing in your end of day notes to yourself have made it over to the 4w but you have your again, are only a month in, and you've already launched the 4w which is weekly word with will, can you just share a little bit more about
Will May 36:14
fours and w's around here somewhere? So everyone's Well, I'll try and bring it together. Yeah.
Chelsea Lowman 36:20
Amazing. So can you just share like, thought process behind that, why you think something like that is important, especially as a new leader trying to build relationships, etc?
Will May 36:30
Sure, yeah, so in case you're newer, or maybe you don't even know, which is totally fine, but each Friday, I post a video in our sales Slack channel, and it's called the 4w which stands for the weekly word with will. And, you know, I I found that, like, if you think about the CRO role, there's a couple of areas that I want to use that video for. You know, one is visibility, two is communication, and three is probably inclusion. So I've always really appreciated every level that I've been at a company, whenever I know how my work ladders up to what the company actually cares about, or I know the context that you know my board and my C level executives care about. And so I found that the video medium is just a really good informal way to be actually visible, because otherwise you may have to wait for a town hall or a quarterly sales call or, like, for the one two skip levels we do a year. And I want to, like, shrink that perception, that limited perception window as much as possible for people. I think that the second one is communication. Like one of my friends told me one time, the CRO role really stands for the chief repeating officer, where it's your job to amplify the core message that the company needs to hear and then help localize that to the teams that you lead. I think that's our job as leaders. Is just great internal comms in general. And then, yeah, the final one is that inclusion piece, like, especially at a big company, at a global company, like, what we are include being includer is definitely, like, how I'm wired. That's one of my strengths. And you know, that way, if I'm traveling to, you know, Tokyo and I'm meeting with someone, they can make a joke about, oh, now you're not semi Live, which is how I always start the podcast. And different ways to kind of be like, Okay, I know this person. We're part of the same team, and I love that platform to use it. So, yeah, try and tune in and check check slack on Fridays to get the key comms.
Mary Newville 38:41
Yeah, I was, I, like, joined the Slack channel. I was like, I want to get these Friday. Me too. Dialed in. I
Chelsea Lowman 38:48
didn't even know this slack channel existed, and now I'm a new member, and every Friday I'm waiting for the new video,
Mary Newville 38:55
so
Chelsea Lowman 38:55
you have two new fans in us.
Will May 38:58
Yeah, I, I started doing it about four years ago, and my last company I was at for almost three years. And the fun part that I had is I did like a different word every Friday, and so eventually you start to be like, Man, really like to use that word again. It's a good word. So we'll see how long I can make it here. That's kind of the game I play with myself. In case you follow.
Chelsea Lowman 39:21
Okay, if you like, have PTO plan. Do you pre record ever so that you don't miss a week? Or are you okay with missing
Will May 39:29
Chelsea the 4w takes no weeks off. You may see me in some random location. That's kind of the fun. Try and still make time for it. I really enjoy it, and it's honestly something that at least makes me laugh half the time, which keeps me sane.
Chelsea Lowman 39:49
Yeah, okay, well, I love, I love the piece on communication and inclusion, which are big values and culture shapers for us here.
Mary Newville 40:00
Sure.
Chelsea Lowman 40:00
So with that in mind, how do you view your role as CRO and like helping shape culture and driving engagement across the work?
Will May 40:11
Man, there's a there's a lot of different ways we could go with that, I guess. I guess I'll start with the very simple concept, which is one that my assistant says a lot. Kendall, she's like we spend, you know, the majority of our time at work, so we need to love where we work, which I think is such a great perspective, and appreciate the fun that she brings to my life and to our company. My view is that the culture that we want here is one that's primarily defined by winning. I I believe that winners want to work with other winners. You know, for those of you that have been on a group project or on a team, you know when you're wired differently, and I'll just use this as an example, like when you're running and you're running way faster than the people that are running near you, you want to run with other faster people. That way you're challenged, and you're feeling that camaraderie that comes with that. So I do want to make clear that, like our goal is to be a winning culture. I think that we already are winners, like we've won a lot by getting to the spot that we have, and I think that we have much more opportunity to win even bigger and badder in the future. So that's what excites me, number one. But then after that, look like the culture that I think the role that I play in help building the culture is one that's, I think, centered on collaboration, to me, at the scale that we're at, and especially in a revenue organization where we are selling something that's sort of a blurred line between product and service, the partnership that we have to have with the product org, with engineering, with s2 security services, you know, concierge, team, triage, etc, like, we have to create a high collaboration environment. And I always say, you know, have you ever heard of in like, relationships, The Five Love Languages you heard about that?
Chelsea Lowman 42:02
Yes,
Will May 42:03
yes. Great, great concept. So in work, like I always make up, I don't know how many love languages there are in work, but for sure, in work, two of my love languages are collaboration and engagement. Like I love seeing people come together in the Slack channel with tons of, you know, gifts or emojis flying back and forth, or when we're on a zoom chat, and people are participating in the Zoom chat, following along. That's always a little fearful sometimes for different people, but I love trying to get people engaged and collaborating, because I feel like then we're going to then get the best possible outcome for our company and for our customers, if we're collectively getting our brain power together. So I view my role sort of is just helping to facilitate that and trying to help model that personally. And, yeah, I'm trying to do that right now, just with the RLT. This is a new acronym. You know, most companies love TLA is three letter acronyms. The newest TLA is the RLT, the revenue leadership team, and it's a group of senior go to market leaders, and I'm trying to get us, you know, really collaborating tight and having shared priorities, you know, shared language, shared, you know, understanding of what sets each other off and how to work together. And I feel like we do that, then, you know, the results will follow. It's sort of like that mindset that the behaviors precedes the results, and the behaviors that we want is like a close, collaborative go to market. So I don't know. I think that's, that's sort of my view of my thoughts. Do you all have any other expectations of me that you think I need to be pressing in on and trying to help ignite the flame across our culture?
Chelsea Lowman 43:38
Yes,
Mary Newville 43:38
you're already doing it.
Chelsea Lowman 43:40
Yeah, I was gonna say, I feel like our expectations are only because how you've already shown up and and even just how you've introduced yourself to the pack, the 4w your engagement and Slack channels. I know Mary and I are just really excited for the energy that you're bringing to the pack. But Mary, I don't know. I
Mary Newville 44:02
was just going to say as a small example after pack prep, which, if you're not part of the pack, it's onboarding. So wills and onboarding, just like any other new hire. But I came out of it, and I think it was Chelsea, we were debriefing, and I was like, wow, that was the most like on fire pack prep we've had in a while, because you set the bar like you were engaging, you were showing up. You shared your mission, you shared your values. And literally, it was like, boom, boom, boom, boom, boom, everybody else was just like, quick, quick, quick. Whereas, often, sometimes it's a lot of, like, drawing people out, or, okay, it's okay, like, maybe share it with somebody else. So that's like a small example, but I think that's happening at a larger scale, like, people are matching your energy, which is so exciting.
Will May 44:43
We need that, by the way, for each other. Like, it's our roles to especially for you all in your role, for sure, like, literally, this is part of your job description is to, like, be positive fuel for each other, because we have super hard jobs. Like, what we're trying to do a. Company like us is is very challenging. It requires a lot and trying to be uplifting and encouraging to each other. And if we do that again, it just feels so intuitive to me, we will win. So like some companies, focus on culture, just in the sense of connectedness, which I believe that is the the precursor to winning, because culture, in and of itself, like culture, doesn't buy houses and cars and vacations, a culture that then creates winners, gives people that opportunity. And so that's what I think we really want to try and focus in on, and of course, treat people with, you know, respect and integrity and fairness along the way while doing it.
Mary Newville 45:41
Yeah, yeah, for sure. I mean, when you were talking about, like, creating a culture where there's, like, a lot of collaboration, I think that's foundational, that is high trust. And a lot of the things you were saying are things that we focus on and people experience too. Like, how do we help connect people? How do we create a unified like, we feel like we're one pack, I don't feel like, Oh, everybody over there is, like, different or they're doing something else, like we're connected that way. I was curious, though, because you talked about how much or how important collaboration and Oh, engagement is to you. And like, no wrong answers. But as you join the pack, where do you think we're strong in that, and where do you think we have room for improvement?
Mary Newville 46:22
You know,
Will May 46:23
it's a wonderful question. My head immediately goes to because I haven't worked at a Microsoft company in a while. My head goes to, we do a lot over email, and that's not exactly the most engaging medium. So I'd love just to either move that to Slack or pick up the phone or schedule a meeting personally, but you know, that's where I still need to learn and observe before I just try and change. But that's definitely been a learning for me. A lot happening over email. It's hard to keep on track of the email and then, yeah, I think you said it, Mary, it's like we in the teams that I'm coming and taking over specifically, and I'm trying to get to know the teams across the business for sure, but we have no shortage of awesome leaders, like there are a lot of really strong leaders, but I do think that there's a tendency to sort of view the function that leader a leads as their team more than the shared team that you coexist on. So like, for example, again, at the RLT level, you could just say, you know, the acquisition business, the CS business, the sales engineering business, the channels business, like these are all distinct businesses. And how do we make it to where, at least at like the senior leadership level, they view a shared priority that will benefit the company at a slightly higher importance than maybe what benefits their individual function. And I think that we're already starting to rotate our thinking in that way, and people know how to do it, but it's just a muscle that has to get flexed regularly. So I would say, you know, in general, you don't want to be all up in each other's business all the time, but you want to have an understanding of what other teams are doing, how they view success and failure, and what is your team's role in doing that. And whenever I reflect back, and I had the chance transitioning jobs to be a little reflective, whenever I think back to like my early days of being a people leader, because one of the things that either somebody gave to me implicitly or explicitly, but like understand how your team works with other teams, how you integrate into those teams, support those teams, and actually know what those teams are doing, and then all of a sudden, instead of just being your one little team, you've got all of these allies and force multipliers and other pockets of the business, because you're going to need favors, help, approvals, exceptions, you know, escalations and so just being that for your team, that's the role of a leader, in my opinion,
Mary Newville 48:55
speaking of knowing other teams goals and how they can help them be successful. For all our PAC members listening to this, how can they, whether or not they're in sales, help support what you're trying to do in sales?
Will May 49:08
Well, I'll say the timing of this is interesting. So number one, either come to sales kickoff or look for the output from sales kickoff depends on what's the drops, but that's when I plan to share like, what are our revenue priorities for the year? So we'll make sure that those get cascaded in a town hall on a 4w or somewhere. So that will be a much more specific answer, but as a general answer, look like the job that we have in the revenue organization is to try and, you know, sell new customers, make current customers happy, and prevent customers from churning and really just comes down to delighting your customers. That's the Protect and delight, you know, Mantra across our company, because happy customers buy more and tell other customers to do the same. So if you play any role in touching a customer, you know, be excellent in helping service that customer, and then for everyone else, you. Know, just continue to have that aperture of all right, how does this help us? From a revenue perspective, is there anything I can do to help our team? I know we will appreciate any help that we can get along the journey, since we've got big goals this year,
Chelsea Lowman 50:11
well, we always like to touch on leadership. And I know you've already dropped some gems, some books and a little bit about your philosophy as you've been talking about collaboration, engagement. RLT, but is there a specific piece of leadership advice or philosophy that has really stood out to you, or the best leadership advice you've ever received throughout your career that you like to pass along?
Will May 50:45
Yeah, man, there, there's a ton. Again, I'd probably I'll rapid fire through like a couple quick ones and maybe touch on one deeper. But if I think about the leaders that have impacted me the most, I'd probably say my my dad, which was like modeling hard work and responsibility. My mom is probably like the greatest lover of people ever. And just that concept of like, if you want to experience love, you need to love others. Well, the lessons that you learn from people by watching compared to, you know, hearing is very different. So that's my starter. And then I had three sort of long bosses through my life, CRO named Joe, CRO named Dolly. And then my last CEO, Todd, if I was just to say quickly, what those three people taught me, Joe, it was around the importance of visibility as a leader, being a highly visible leader, and the importance of how much your team needs that, because otherwise they have this limited perception of you. Dolly, I think it was around holding people to excellence, and especially processes that lead to excellence, compared to hoping that greatness is going to get found along the way every day. And then I think my last CEO, Todd, probably just the importance of really strong cadences to help you be able to operate in a sustainable way without, like, constantly having to change based off of what is hot and needed that moment. So those probably my biggest Yeah, I can go drill into any of those specifically, but that would probably be like the master class chat, GPT summary on what shaped me the most as a leader.
Mary Newville 52:32
Well, you know, you're honestly, like singing straight from our manager foundations playbook, if you will. So
Will May 52:40
it could be, because I recently went through that, and so it's now, you know, saturating in the way that I lead. I'm just trying to do what our people experience team wants me to do, and I know that it will go well with me in the land, okay.
Chelsea Lowman 52:55
No, we need you to be an authentic supporter. Will it can't seem like we're, we're paying you off. Amazing. I'm just curious, like, if you had to summarize your leadership philosophy and how you lead in like one sentence, what would that be? What's your what's your leadership brand?
Will May 53:20
One sentence is very hard. This will be a run on sentence, and we'll have
Speaker 1 53:25
to have some creative but I would say
Will May 53:30
you are the driver of the bus that needs to be in the details and empowering and caring for your people. That's probably how I would say
Mary Newville 53:40
it. We'll see if I
Will May 53:41
can say it again. You're the driver of the bus that needs to be in the details of your business, caring and empowering for your people. Yeah, probably something
Mary Newville 53:50
like
Chelsea Lowman 53:50
that. Can you unpack what your perspective of in the details means? Because I think that piece could be depending on a person's perspective. They could be like, well, the leader doesn't need to be in all the details.
Will May 54:04
Yeah, yeah. I think that's a really good point. I mean, clearly we all have a tendency to, like, over, rotate towards all right. I think especially in like, a revenue function, it's like, if you're with a customer and the deployments going bad, and you're a deployment leader. It's like, Hey, I'm going to take over an all hero of all this. And I don't think that that's it. You can also lead to micromanagement, but you need to figure out your way of knowing the key data points and metrics of your business you know to be able to have enough information to make decisions. I referenced this on our April sales call. But there's a principle that Colin Powell said, which is the 4070 rule. It's for making decisions. If you have less than 40% of the information, you don't have enough. But if you have more than 70% you've waited too long. It's probably a good way to think about the type of like constant triangulation you need to do. Where it's like at any given time with any of my projects, any of my directs, any of my functions, do I understand, like the majority, the slight majority, of what's happening in that business, to be able to then react and be a value add? Yeah, I think that it's just really helpful to be constantly learning and taking on new information and figuring out your cadences to get that to stay sharp. So that's probably how I'd summarize
Chelsea Lowman 55:28
it nice.
Mary Newville 55:29
You know that sometimes Nick, maybe you've heard him say this, but he always, I shouldn't say always tells us, but I've definitely heard it on more than one occasion, at an all hands to be a driver here and not a passenger to take ownership. And from that point, I think it's more of the ownership of like, Mary, don't wait for someone to give you a call. Find it. You know, like, drive yourself forward. But I was just thinking, like, the synergies in language.
Will May 55:57
Yeah, we, we have not spoke through that yet, which is great. I mean, I that for sure resonates with me. This is a little bit too much. But over here on the shelf, I have a couple extra of these little yellow busses, and we'll see if I do it here. But at one time, I gave all of the leaders that I worked with these yellow busses, and I was like to help visualize that they're the driver of the bus
Mary Newville 56:23
in a new era, you need to make them blue busses.
Will May 56:27
Okay, blue. Blue Bus is not yellow.
Chelsea Lowman 56:30
And in a new era, just have chat GPT create an image of the blue bus.
Will May 56:37
Oh, see what's good. We got it. We got it. We're on it. So in general, it's sort of like whenever you work with people right out of college, early in career, talent or internships. Like, the two biggest pieces of advice is, number one, you know, be a self starter. Be the driver. Don't wait for an end date, a due date or permission. Like, be willing to actually go and just activate work yourself, and then, number two, Be your authentic professional self, right? We need people that are distinctly them, but also the slight professional like, work appropriate version of themselves to show up and be ready. And you need to, like, learn from other people, but not, like, try and copy what they do, necessarily, figure out how to integrate it into your version. So yeah, let's get off to talk to Nick about being the driver, since we use that language together,
Mary Newville 57:23
yeah,
Chelsea Lowman 57:24
yeah, I feel like, yeah, I can already see some fun things in like a future town hall or something around the driving the bus. Well, unfortunately, our time is quickly coming to an end. It really flies by, and I feel like we didn't even dive in as much as I wanted to about you personally. So maybe we'll have to have you back on but before we get to our rapid fire questions, we do also always like to touch on holistic well being, mental health, etc. So just quickly, what does well being mean to you? What in practice, how does it feel? How do you model well being to your team, etc?
Will May 58:08
Yeah, yeah. I mean, I want people to be, you know, their best possible self every day. And you know, to me, like well being is, Can you can you be consistent? And so for me, like, the way that I model it is for for like, four years now, plus, like, the win for me has been having a really strong morning routine, essentially, you know, every morning and you'll learn, you know about me. You know, I take faith seriously. So I I pray, I read my Bible, I journal, and then I write down the top most important two things I need to do that day. And then I start like, looking at Slack, looking at Outlook, looking at all the things. And that's a that's been a great centering for me, for sure, kind of winning the morning like that. And then the other one is, I do think it's good to get some regular physical activity. So about a year ago, I got a whoop band, and basically the two big ones are either whoop or aura. And so fun, like learning what correlates recovery, and you know, like the actual scientific version of recovery, your heart rate variability, your skin temperature, your respiratory rate. And for me, like what I've learned through like their journaling, tagging feature is consistent outdoor time, like being outside for at least more than hour today, trying to go to bed at the same time regularly, and then cold plunge actually really helps too. So those are the three things that are strongest correlated to recovery for me. But that's what's great, is it may be different for you, like it may be sauna or maybe weightlifting, or maybe, you know, reading or socializing. So I like that ability to correlate what actually drives your physical
Mary Newville 59:48
recovery. I don't know if you well, we don't have time. Yeah, like you and Kristen Dean could have really bonded. She's like everything you just said. I feel like is right.
Speaker 1 59:59
Oh, boy.
Will May 1:00:00
Yeah. Katie,
Chelsea Lowman 1:00:02
um, okay, well, we are, at the end, our rapid fire questions as a podcast listener. I'm sure you know what's coming, but just first thing that comes to your head, don't think too much.
Will May 1:00:13
Yeah,
Chelsea Lowman 1:00:14
best concert of your life.
Will May 1:00:17
I would say I went to Muse like 20 years ago, and that was a very like sensory overload concert, which was a blast. And then three years ago, I went to one of Elton John stadium farewell tours in San Diego. That was amazing.
Chelsea Lowman 1:00:35
Wow, I'm so jealous. I also saw Muse a long time ago, like I was in high school, so it's been a while, but,
Will May 1:00:43
yeah, it's great. It's great. Yeah, very intense.
Chelsea Lowman 1:00:47
Okay, favorite word
Will May 1:00:51
probably say the word energy. I love the word energy.
Chelsea Lowman 1:00:55
Okay, a place on your bucket list.
Will May 1:01:00
I love traveling, so it'd be hard for me. I would really be interested in going to China. At some point. Never been to China. I'd be interested to see, yeah, that part of Asia, I think, been to a couple other parts in Asia, but China, yeah, it'd be really interesting to go to, I
Chelsea Lowman 1:01:18
think, okay, fun. What's the thing that people often get wrong about you.
Will May 1:01:24
I don't know. You'll have to see, you have to see what people say. I'd probably say as I'm newer, you probably have gleaned that I do like being engaged and I like trying to, you know, have fun while we work, make people laugh. So maybe sometimes people think I'm not as wired for excellence because, you know, I'm trying to have fun in the Zoom chat with dad jokes, but I'd say I'm very much. I think we can balance having a great time while working while also doing fantastic outcomes. So don't ask for don't underestimate a high bar for excellence.
Chelsea Lowman 1:01:57
Okay, last but not least, give us a snapshot of an ordinary moment in your life that has brought you joy.
Will May 1:02:07
I've got three kids. We didn't get to talk about the kids at any point. I'm sure at some point they'll pop up in the 4w but being able to when I can pick them up from school and then, like, take them for a little after school snack. There's a local gas station chain called Quick Trip, and they have, like, really great pretzels, oddly, so we love, like, going and getting a pretzel from quick trip and, like, a slushy that's pretty hard to beat. That's probably what I'd
Chelsea Lowman 1:02:32
say. So cute. Love it. Actually, our guest, Aaron Boynton, who we had on just this past month, his was also picking up his kids from school, but the moment of seeing like his two kids actually talking with each other, walking to the car before they act like they hate each other. Yeah, exactly. But so special, all right. Well, well, like I said, this has been great. We we definitely need, like, another hour and a half so that we can dive in more, so
Mary Newville 1:03:07
we would
Will May 1:03:07
come down to Texas and visit Mary and I, or next time Mary and I are at HQ, we'll go do a lunch.
Mary Newville 1:03:13
Yeah, yes.
Chelsea Lowman 1:03:15
Well, you'll be here soon for ck, Oh, right.
Will May 1:03:19
I'll be I'll be there. I'll be there very regularly for the next few months, for sure.
Chelsea Lowman 1:03:25
Yeah. All right. Well, thanks again.
Mary Newville 1:03:28
Great.
Will May 1:03:30
Thanks,
Mary Newville 1:03:35
Steve.
Chelsea Lowman 1:03:37
All right, another great episode in the books. I'm so glad we got to have a will on so soon
Mary Newville 1:03:42
after
Chelsea Lowman 1:03:43
started, so that we can introduce him to the pack. I think they're going to love this episode.
Mary Newville 1:03:48
Yeah, I knew it was going to be a good one, and I really enjoyed it.
Chelsea Lowman 1:03:52
Awesome. All right? Well, as Mary shared at the beginning, welcome to our new fiscal year. If you are part of the pack, we're excited to see the continued growth and advancement innovation, all the things that we'll be doing together in this next fiscal year. Also May is API Heritage Month and mental health awareness month. So stay on the lookout in PAC unity, as I know our PAC unity alliances have a month of fun planned. Also happy is partnering with our Lobos Alliance for a fun Cinco de Mayo collab. So make sure, again, you are in either Lobos or happy wolves, so that you can participate in that event as well.
Mary Newville 1:04:40
Yes, and if you're not part of the pack, but want to join us on our mission to end cyber risk, we would love to have you. You can check out our open positions at Arctic wolf comm backslash careers, and happy beginning of the fiscal year. We'll see you all in June. Bye, you.
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