How PDQ proved a 92% conversion lift from their Storylane demo

Arthur (Head of Community & Customer Marketing): One of the things we constantly hear from our customers, and from marketers in general, is: how do we prove the ROI of the projects, the marketing campaigns, the tools that we invest in? We wanted to have Allison on for that exact reason. She has tried multiple different ways of measuring the ROI of Storylane, which she's going to walk you through — all her different iterations — and ultimately share with you where she landed, and one that leadership is actually very tuned into. Before we dive into that, I wanted to welcome Allison to the stage, and I'd love for you to give a brief intro on your role, company, and what you plan on taking us through today.

Allison Julander (Product Marketer, PDQ): Yeah, happy to. Hi, everyone. I'm so excited to be here today. I saw some familiar names in the chat already, so it's great to have some former colleagues and friends in the call. As Arthur shared, my name is Allison Julander. I'm a product marketer, based in Portland, Oregon, so I didn't see too many folks mention Portland — but if anyone else is in the Pacific Northwest, shout out to you all. I work at a company called PDQ, and we offer a suite of products tailored to IT people, specifically in the realm of endpoint management, if you're familiar.

Some relevant context about our organization, given the topic: we're just over 300 employees. The way that you use a tool like Storylane can really depend on what stage your company is at and how large it is, so I think that's helpful to know about where I was coming from. We're also a product-led organization, and we have a technical audience, as I mentioned — IT folks. That all really informed our interest in interactive demo platforms. We started looking for a tool in late 2024, and we purchased Storylane about a year ago. This has been, and continues to be, my first time owning an interactive demo platform end to end — from the purchase stage, which was really fascinating. As a product marketer, it was so interesting to be in the buyer-purchaser's seat for a change. Lots of learnings there; it could be a whole separate presentation. So from that purchase stage all the way to adoption, and now reporting and maintaining and growing — I've had full accountability, as the owner of this tool within my team, for proving its value and its impact in a fair, attributable, and defensible way that my leaders could trust. So today I'm basically going to tell you the story of how I've gone about that, and hopefully give you some ideas that could translate to your organization.

Arthur: I love that. One of the biggest moments for me too — I used to be in sales, now switching over to marketing — being on the buying side, you learn so much, and you learn a ton about buyer empathy. Maybe that's a follow-up presentation we can do one of these days, Allison. I wanted to share with you quickly the end result of what Allison reports on to her entire go-to-market team. By the end of this, we'll be following up with you with a similar template so you can start reporting on this and prove your ROI just like Allison did. But before we dive into the ROI, I'd love for you to explain to the audience: how did you choose the first demo? What are the different things it should have included? Where should it live? Just walk us through the whole decision process of how you got to this point.

Allison: Yeah, totally. As I mentioned, our primary buyers are IT system administrators, and our audience was really central in determining this. They're your classic technical audience — very low-trust, skeptical of claims, especially marketing claims. They really want proof, and ultimately they just want to see your product for themselves; that's what they're always saying, at least. These qualities were already pretty well known to us. As I mentioned, we're product-led, and what that looks like at our organization is that we don't require buyers to talk to an SDR at all. From our website, they can sign up for a trial, schedule time with an AE for a full demo, or actually purchase directly from the website — and all of our pricing is laid out publicly on the website as well. I offer all that context because it really informed, from jump, that our first demo would not be a sales enablement tool or a late-stage deal closer. The opportunity within our funnel context was really for these demos to be a pre-trial education asset. So the ROI for us, when we get to that, relates to better decisions earlier in the funnel.

As far as where the first tour would live — we sell multiple products, so the product page for my product was most ideal in terms of the pages that get the most viewership, and logically it just felt like the best fit. My pitch from the beginning was for it to be embedded and ungated, and the hope was for it to really get a user to understand our primary value proposition, with supporting evidence of just how that happens in our product.

Arthur: Amazing. When we were talking about this — obviously it takes a little bit of getting into the tool and playing around with it — but a big moment was once you developed your storyboarding process. I thought that would be a great thing to share with the audience, in case they're feeling a little stuck. Walk us through your process of storyboarding and setting up these Storylane demos.

Allison: Yes, happy to. I hope people don't mind that we're talking about the "how," but it also gives me an opportunity to talk about some of the decisions as we get closer to the ROI story. I've now built a couple of demos, and this is the process I've ironed out. The storyboard is truly the main event here. It would feel wrong not to shout out Eric Holland — I attended a webinar he did on building out a full demo center, and he gave a tip about storyboarding which I used and am now repeating to you. So give him a follow on LinkedIn; if you're a product marketer, he's a great follow, and he posts a lot about interactive demos.

What I learned about building these demos — especially building a longer one, which we're going to talk about shortly, that's over 20 steps — is that it's very similar to putting together a complex PowerPoint presentation, or editing a video, or some other substantial marketing asset. I found that if I went straight into Storylane, which was tempting when you just want to get to your results, to start crafting the demo, I was totally overwhelmed. It was a very frustrating process — not because of Storylane, but because I was prompting myself to make all of these different types of decisions simultaneously: What screen am I showing? What type of guide will this be? What should the caption say? Where am I headed next? Like with anything, it's so much easier if you break it down into digestible steps. It seems like more work, but it saves you time in the end, as always.

So step one is storyboarding, and I have an example I'll show you shortly. Next is building out in Storylane, and then testing and iterating. For my first tour, I stress-tested it by reaching out to a couple of people at my company with current or prior IT experience — some connection to the buyer mindset. Not a true, perfect, anonymous IT person; obviously they're biased and know our product, but better than nothing. All I told them was that I needed their opinion on something — I didn't give them a teaser about what it was. When we hopped on the call, I had them screen-share and just live-react as they walked through the tour. I also reached out to our lead UX designer and asked for her feedback, more on the usability front: does this navigate smoothly? Are there clicks that feel not ideal from a user-experience perspective? Both she and the internal IT folks made really helpful notes, so I applied their feedback, and then it was time to publish.

Arthur: I love this blind test. You know your ICP — if you're fortunate enough to have them internally at your company — and not giving them a lot of background and just testing it out. It's a great way to test your own product knowledge and see if you're well on the way. Now, I know we have an example you're going to walk us through. For those in the audience saying, "Okay, this makes sense, but how do you fill this grid? Where do you even start?" — walk us through what we're looking at here.

Allison: Yeah, so this is for the first tour I built, and it's live on our site now, so there are no secrets here. Essentially, each row is a step of the demo. The copy is pretty straightforward. The highlight column is what type of guide and where it would be located — what type of click it would be. And the final column is where I listed what screen would be displaying. When I wrote this, I pulled up on one screen my own demo instance of our product — my live experience of the product. I already had a sense of what I wanted to show; I'd predetermined that we were going to do an overview of the full product. And I knew I'd be utilizing the chapters function — that's the second column from the left, color-coded, labeling which chapter each step belongs to. It was so helpful because my tour, as we'll talk about, is very long. So especially for my tour, but probably for a tour of any length, this is a much easier format to make significant changes to as you're hashing it out. And it meant that when it was time to move into Storylane and build the demo, it was so quick and easy — I was able to just throw on some music and go to town. So this is truly the harder part; it takes more time.

Arthur: In terms of the first demo, I'm sure there's a lot of discussion here. We always talk about best practices around how many steps, but in some ways you didn't necessarily listen to that. Tell us a little more about why you decided to start with a larger demo than what we typically recommend.

Allison: Yeah. The best practice I see is maybe five-ish steps, something in that frame. But for our demo, we really wanted this to be an education asset, as I said, and our audience really loves detail and realism. So I knew it would be a trade-off, but it was a gain in some ways. This tour is over 20 steps — it's very long, four different chapters. So we have the navigation to minimize that, so they can pop over to whichever part of the demo they're more interested in. The other benefit: starting with something so big, I had the foresight of, let's just start with an overview, start big. And then once it's built — like I said, that storyboard takes time and thought, and there's testing and all of this — once we've got a nice long demo, it would be so easy to segment down, because I'm walking through different feature areas and value props of the product. We've done that now: we have a duplicated and then trimmed-down version, just two segments of this longer tour, embedded on feature-specific pages, so lower in the funnel even than this. It was a decision I talked through with the team, and knowing our audience, it was a pretty straightforward sell, and it's still been a successful asset for us. So, tip one: best practices are there and helpful, but make sure you're grounding them in the needs of your organization, your funnel, your audience.

Arthur: Such a good call-out. You know your audience way better than we ever do. We're trying to aggregate all of this feedback and provide what we think will work best, but ultimately this is where you test it out. I really like that feedback of starting with an overview and then being able to hone in and use that on specific product pages. You're doing more of the upfront work, and it could be more difficult, but once you have it, it becomes so much easier. By the way, I didn't mention this at the beginning, but we will be doing a Q&A at the end. Feel free to ask your questions throughout the chat as we go, if you have something top of mind. We definitely want to leave enough time at the end for an open Q&A with Allison.

But moving right along — there was so much you were considering of what to measure, and this is one of the questions I love to ask in customer interviews: how do you know if it's working? When you zoomed out, give us this iteration of all the different steps you went through. Should I jump into the next slide now, Allison?

Allison: Yeah, let's do it. I'm excited to walk through this, and I have some animations, so I'll let you know when it's time to dance. The broad takeaway, before we dive into what's on this slide and what's coming next: this kind of echoes what I just shared about the demo. Maybe it's a habit of mine, a personality quirk, I'm not sure. But here I did, again, start broad and then collapse scope over time, which felt natural as someone new to these tools and new to thinking about how to capture success — especially with pretty specific constraints and variables we're working with, but also in a way that would hold up under scrutiny and could be explained really clearly to leadership.

So it took some iterations, and I'm going to walk through those now. We're going to work across the slide, so you'll eventually see all three. I laid out three higher-level goals, and then determined how we might measure against them. I let myself think best-case scenario: what would I love to be able to confirm as a result of this interactive demo? So, conversions, obviously. We embedded this on the website, so that was a high priority — wanting to see how conversions were happening on the page this was embedded on, via the CTA buttons within the Storylane window. And then our ops person suggested tracking if someone converted elsewhere in that same website session, because we were talking about how long this tour was, and people probably aren't going to make it all the way through. In the end, the first two bullet points stayed, but that final bullet point, while interesting in practice, had a couple of issues. One was a very human thing: it was pretty convoluted to explain to leadership what it measured, because it was capturing people who entered on the page the demo was on and converted later — it didn't necessarily tie into a Storylane view. The convoluted nature of explaining it was a marker of the second point, which is that the attribution claim felt a little weak. So eventually I scrapped that report, because it didn't feel helpful. And then, Arthur, it's time for you to click once more.

Arthur: Excellent.

Allison: Secondly, this point is really showing my product-marketer hat. I was really hoping this could help prospects get to that moment faster. As I mentioned, this is an education asset, so — are we educating better? Are we getting people to a product-qualified state more frequently, and more quickly? We have a product-qualified metric at my organization, so I thought, oh, this would be great to do some cohort analysis of how the "with Storylane" group performs versus the general population. And I wanted to get some qualitative feedback from sales on whether prospects were coming into conversations differently, with more product familiarity. I'm so sad to say I actually scrapped both of these as well, though I hope to re-explore the first one. The first came down to a boring answer of internal data challenges as a blocker — I couldn't get a cohort comparison that was apples to apples, for a variety of internal reasons. Hopefully I'll come back to it. And the qualitative feedback — sales just didn't observe anything significant. But I was still glad I included something along these lines, because it was a forcing function to check in with them and ask for feedback in case something was coming up. Qualitative is always nice to throw in. And then, Arthur, final reveal.

Arthur: Excellent.

Allison: Finally, I didn't want the design of the tour itself to be a blocker or an issue. So I looked at best-practice guidance for interactive demos and what I had access to in Storylane. But given that our tour was both embedded and quite long, these first two bullets — the time spent and the tour completion rate — became clearly not useful data points to us. If someone only made it halfway through the tour and then converted there, that was a win for me. But steps completed, I do still like to look at, just to see if there's any sharp drop-off that could indicate an issue with the tour, or something being really unclear, or a click being in a weird spot. We'd also enabled that navigation pane where people can jump ahead to a different chapter, so I've occasionally looked to see, as best I can tell, if people are jumping to a specific area — not high importance, but nice to see. And, of course, the CTAs. Keeping an eye on which of the CTAs within Storylane were being clicked was also interesting to track; we had some assumptions there that turned out to be wrong. So a lot here became refined as it was stress-tested and more aligned to our use case over time.

Arthur: I love how you had some hypotheses of what you were testing, and some assumptions, and how you were proven wrong through the data. One of the things I thought was really unique in how you reported to leadership was that you chunked it out — top of funnel, middle, bottom. Walk us through why you decided to do that and how it shows up in your reporting measurements.

Allison: Happy to. I'm first going to answer a question from Nathan really quickly — it's sadly kind of a boring answer. I saw your question in chat about comparing HTML versus screenshot-based demos. Given that our audience is so technical and really values realism, we sought Storylane out specifically for HTML-based demos. So we have not done the screenshot type, even though I know that's supported. So I don't have an interesting difference to share there, but wanted to call that out since I saw it.

To dive back into the slide: from what I talked through on the prior slide, and to the point you just raised, I was narrowing in on cohort analysis for one, and aligning my data to the funnel as the best route — and also a very leadership-friendly route. This was more manageable to pull, because I was pulling it once a month, and as you saw, I started with a ton of data points from very different sources. So this was the most clearly attributable and informative set of metrics that I, as the PMM owner, could fully stand behind without stepping on or duplicating other reporting, and without the unnecessary complexity of that example I shared with the poor attribution story. On the left is a cohort analysis of the conversion rate of the product page we added this to. I've color-coded it to be a really clear before-and-after picture of when we added the demo. But when the chart got to about this length, it was less visually helpful, so I'll show you what I shifted to next. On the right is the funnel-level chart, color-coded by funnel level — red is top of funnel, yellow is mid, green is bottom. I'd source this data directly from Storylane; since it's an embedded tour, the impressions equate to page views. The lower funnels don't include someone who engaged with the demo and then converted on a button elsewhere on the page, but the cohort chart on the left covers that — it's inclusive of that, as well as broader. It includes conversions from people who didn't engage with the Storylane tour. So this felt like it covered both bases based on the placement. And I include the definitions on the slide, because I've been sharing this data as part of a broader meeting where we talk through performance on a bunch of different marketing efforts. Whenever sharing it to leadership, more context is — well, you have to strike the right balance; you don't want to pack too much on a slide, but a quick reminder of what this means in the world of Storylane was really helpful, because this is a totally new product and type of asset for us.

Arthur: One of the biggest reasons for miscommunication is not even aligning on definitions. So, great call-out of constantly reminding leadership: hey, when we're mentioning this, this is exactly what we mean. And I know you also had some difficulty measuring all of this, because that's what a product marketer's world is.

Allison: Absolutely. This slide really sums up a lot of what we just talked through — measuring impact as a product marketer. I'm assuming there are a lot of product marketers in the audience; apologies if not. But as a lot of you are aware, the way we have to go about that in our role is really by figuring out attribution, and what we're laddering up to, and telling that story ourselves, because it's not as straightforward as being in sales and having an easy number that indicates your output. There's storytelling involved. Leadership wants the numbers, the data. That ties into what I shared about being the owner of this tool — it was my responsibility from day one to explain what this product is doing for us, support that, answer the questions leaders have, and iterate based on their feedback as well as my own sense of the data story I was telling. Best practices may not always apply — our tour is really long, pushing 30 steps, but that was helpful to us. There were metrics that just weren't as informative for us, but they might be if we changed our use case. And attribution is never going to be 100%. I thought I knew that going in, but it sinks in way more deeply when you're really looking at a dataset, with Excel open in front of you, making sense of it and asking questions. Related to that, there are so many variables at play with website performance — where this demo was living, web-traffic seasonality, forms can break, my demand-gen teammates were adjusting the product page in various ways. It's a very fluid asset. I initially put a lot of pressure on myself to understand all those changes as they could be impacting the demo. But in time I found it was best to focus on the data I was the owner of first and foremost, provide my product-marketing perspective, stay aware of the headlines if there's something significant going on with the website, but then invite analysis from leaders and teammates and get additional context from them that can inform the insights I'm bringing. That felt like a manageable mindset, because I definitely had a moment where I felt myself spiraling toward "I need to know everything that's going on with the website," which is just not sustainable. I'm not a demand-gen person; I'm a product marketer. So it's not a good use of my time when we have people whose job it is to be in the weeds with that.

Arthur: I know this is one of the questions you finally landed on. As you're talking about inviting more input and analysis based on what you're presenting — did any of that make its way through to this question, or was this just after multiple iterations where you said, "I think this might be the best way to measure the ROI of Storylane"?

Allison: This definitely came from those goals I had laid out. Even as I talked through that slide, I wouldn't be surprised if a lot of you could see this coming, because it became really evident so early that our true headline was the conversion piece, for the moment, in terms of what we can measure. So I wanted to be abundantly clear in my reporting to leaders about the answer to this question — I wanted it to be a straightforward answer, not overly engineered or complex, so that after the meeting, or after reviewing the slides, they could walk away understanding the answer.

Arthur: In terms of digging into your reporting methodology — I know you're pulling from a bunch of different sources, on a monthly and quarterly basis. Walk us through how you report to leadership on this.

Allison: The sources include Storylane Analytics, a report I have access to that has conversion-rate data for the page the tour is embedded on, and Salesforce reporting where I can see purchases that happened after the tour was viewed. My reporting asset that I update is a PowerPoint deck, which I'll show soon, with data from these places. That's how it coalesced in terms of the strict data-gathering piece.

Arthur: And ultimately, after all that iteration, this is what you landed on in terms of the final report — and I'm sure what a lot of people have questions around. Walk us through what we're looking at here today.

Allison: This shows month-over-month tour data. As I mentioned, I keep that definition alongside each term for clarity. I also like to include my takeaways on the slide. At our organization, there are often people who encounter the deck outside of a meeting, so having the green box with my headlines and talking points — here, like how much revenue we can claim attribution or influence toward, as well as an assessment that we're seeing really consistent engagement and conversion. So it's a reliable asset at this point. This has been really well received. The color-coding by funnel level has also been helpful. And the deck I've been adding this to is, as I mentioned, a broader conversation with a lot of context about website performance, so tying things to the funnel not only makes sense, but in this report format people are already in that funnel mindset. So it's been really well received.

Arthur: It's amazing. I think what everybody might be wondering is: what was the final impact in terms of conversion? I'll set you up here with this slide.

Allison: Yes. So the yellow and orange chart — that cohort chart I showed before — I mentioned that was getting a little less informative, in my opinion. It was also making me do my spiraling around wanting to know everything about website performance. It was helpful at the beginning because I was looking on a week-over-week basis, but over time that weekly view was no longer necessary, and it was prompting me to feel like if I was presenting the data at that granular a level, then I needed to know more granularity around what was happening with the website week over week. Was it a holiday? We launched in May, so Memorial Day probably has an influence for our US-based buyers, etc. Over time, I realized that a zoomed-out view with our headline metric was ideal here, because it collapses some of that. There's a lot of nuance, and we can always talk through the nuance, but at a high level: how is this performing? That was the intent. And really, the biggest impact we found for Storylane is on the screen right here — just showing that our demo is meaningfully encouraging more people to convert. They're more likely to convert now that we have it on the page. And that performance has been really consistent, which I supported in the data on the prior page. The demo is just this reliable asset. We've also done an A/B test on one of our paid landing pages, where we had the same page with the Storylane demo embedded, and a second version where in its place we had a video. The Storylane version — I don't have the numbers in front of me, but it definitely outperformed the video one, which was great to see. So the broader before-after cohort analysis is so helpful in zooming out and answering that broader question.

Arthur: That's fantastic. Let's keep the questions coming. I want to open it up — to wrap this up — and talk about some of your overall learnings, Allison. I think it was a six-month time window. What were some of your top learnings?

Allison: So, to summarize the big learnings — hopefully it all sounds familiar, because it's everything we've talked through. Number one, not at all a shocker, but just knowing what your demo is and isn't, and what it needs to do. Who are you trying to reach? What funnel stage are they at? And from there, tying it into metrics that are credible, that you can defend, that feel fair to claim attribution toward. Then, once you start presenting that data — this is a universal thing in any organization — when you present on something, you're viewed as responsible for that number. So ask yourself along the way: are you well positioned to understand why a rate has gone up or down? If you're feeling a lack of confidence, what is that telling you about your current data situation or story? Is it something you need to go read up on, or is it telling you something deeper — like, "I don't feel confident in this because the attribution maybe doesn't feel 100% fair to claim"? And then, whenever presenting up, keeping things consistent over time, even while you're iterating, and making things very easy for a leader to quickly digest — always useful.

Arthur: Thank you so much, Allison. We've got a couple of great questions coming in from the chat. Ayo — hopefully I'm saying that right — asks: are you tracking the velocity of close rates for visitors that view the Connect product versus those that don't?

Allison: This is wonderful. We are not currently tracking this, but I want to — it's on my wish list of things to expand toward. Given our product-led model, and that you can purchase directly on the website, I really want to look at the direct purchasers in particular and do a comparison of people purchasing from the website who viewed a demo — what percentage of those folks have viewed the demo, to be clear. I currently have a report that pulls in people who have purchased, and the data is pretty limited, so I look at it pretty manually. In Salesforce, I look at people who purchased our product, and I have a column indicating the date stamp of when they viewed the tour. It's usually not too many a month, so I manually compare dates. But the velocity of close rates is a really great opportunity and suggestion, and I'd love to track that.

Arthur: Coming to you soon, hopefully, in a couple of months.

Allison: And then there's the trial efficiency one as well — sorry to cut you off, Arthur — but that's the other one, again on the product-led side: revisiting that product-qualified cohort analysis and seeing the qualified rate in trial, as well as how quickly and how often people are moving from trial to purchasing. So a step back from that direct purchase, even just looking at the trial experience — is it accelerating their trial-to-purchase turnaround?

Arthur: Gary, I see your question here. This was actually ungated — all of the stats and data Allison is sharing is coming from an ungated version of her demo. I wanted to get into Michael's question, because I thought it was really in-depth. He said: if I understand you correctly, you're tying CTA click-through rate directly to sales — so if a customer clicks a CTA and a sale is registered directly to their IP, that's seen as a Storylane success? Or can you help me understand that a bit more?

Allison: Yeah. So I'm definitely not claiming 100% revenue attribution. The ARR piece I'm really positioning as marketing-asset influence, to be clear. That report I just described might have already answered the question, but just in case: what I'm looking at is people who viewed the Storylane demo — not necessarily people who clicked all the way through or even converted within the Storylane demo. They could have converted elsewhere. All I'm capturing is that we have a record of them viewing the Storylane demo, which, via some of our integrations — the HubSpot and Salesforce integrations — we can see even if they didn't convert directly within the CTAs in that Storylane embed. So if a sale is registered to a contact who at one point viewed a Storylane demo, I'm keeping track of that, just to demonstrate how much ARR has come from people who viewed the demo. But, again, I want to make sure that what I'm claiming feels defensible and real. It would feel like a stretch to claim full credit for that when there's a lot else that happens in the purchase process. So I hope that helps clarify.

Arthur: Looks like you answered it. Thanks, Michael, for that question. Okay, one more from Lisa Cook — I know we're right at time here. What were the biggest hurdles you faced to build confidence in your product-usage attribution with leadership?

Allison: Hi, Lisa. Lisa and I worked together a couple of years ago, so I'm delighted to see you in the chat. This is a really good question, and it could be a whole separate conversation, because it can really vary. Confidence is a big topic, and the leadership team you have, their personalities, their roles, who's invested in this, who's hearing about it — there's so much that influences it. But some things that come to mind in the more specific component of your question — building confidence in the attribution story for the product — was really just prompting myself, and I've alluded to this already, but really seeing myself as the owner of this tool and this data. So sitting with the reporting I was generating, holding myself accountable, and asking, "Do I understand what's going on here?" Asking the question I mentioned earlier: if this number goes up or down next month, will I be able to dig into it and answer that, yes or no? And if I feel scared to do that, why is that? What do I need in order to understand this better? Do I need to meet with our marketing-ops person and ask about my Salesforce report? That was one confidence challenge I had — I was starting to feel like I had a lot of questions about that report, or a lack of confidence in it, so I needed to meet with marketing ops to make sure I understood what I was pulling in, and that I was filtering and excluding all the right things to get to the information I needed. So it's kind of a touchy-feely answer, but those were the biggest things for me — reflecting and prompting myself to determine, do I feel like I can really stand by what's on these slides? And even if the numbers go down a month, can I speak to that with assurance? I also think — this might be odd to say — being open to, or aware of, the fact that there could be failure. Luckily, we have a success story; this demo performed really well. But especially at the beginning, it's such an experiment. So staying aware that the results could be good or bad, and either way, the job I was assigning myself was to understand what happened and why, and to be able to answer to that and come up with ideas on how to address it if there was an issue. So, a lot of thoughts there, but hopefully that gets to what you were looking for.

Arthur: She replied in the chat — sounds like you answered her question. Allison, thank you so much for this, it was great. Appreciate everybody tuning in to the end. One quick thing we wanted to mention: we have a very exciting product launch of our own happening next week. This is Storylane's newest product, RepX — super exciting how we're working your interactive demo together with this AI agent to help you across your entire funnel. There's a very good inbound use case. If you have time next week, tune in on February 9. Thank you all so much for tuning in. We'll follow up with some resources that will hopefully help you build more of a case for ROI. Thanks to Allison. This was my first one, so hopefully, if I didn't bomb it, you'll see me on the next one in the Finer Demos Club customer webinar series.

Allison: Awesome. Thanks, everybody. Talk to you soon.

Arthur: Thank you.

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