Enablement Is DEAD: Why Sales Teams Don’t Trust You Anymore with Sreedhar Peddineni

Enablement is widely considered essential by leadership, yet it is often the first department cut during economic downturns. This disconnect stems from a fundamental flaw: modern go-to-market organizations treat enablement as a static onboarding function rather than a continuous, dynamic necessity. When companies rely on outdated slide decks and generic corporate training, sales reps quickly lose trust in the materials and resort to creating their own disjointed messaging. The velocity of modern business requires enablement to move at warp speed. With product updates shipping in bi-weekly sprints and competitive landscapes constantly shifting, manual content updates are virtually impossible. Sreedhar Peddineni emphasizes that AI must be leveraged not just as a basic text generator, but as an integrated, agentic workflow that extracts live objections from sales calls and automatically flags outdated collateral. Ultimately, enablement must be directly tied to revenue outcomes through micro-conversions rather than vanity win-rate metrics. By surfacing just-in-time, contextually relevant social proof—like mapping a specific case study to a buyer’s exact persona and problem—enablement stops being a passive repository and becomes an active driver of deal progression.

Discussed in this episode

• Why enablement teams are frequently cut first when companies shift away from a growth-at-all-costs mindset.
• The inherent failure of treating go-to-market enablement identically to traditional new-hire HR onboarding.
• How outdated product and domain content permanently destroys a sales representative's trust in enablement resources.
• Leveraging agentic AI workflows to automatically extract recurring objections from discovery calls on platforms like Gong.
• Using AI-driven analytics to systematically identify and archive the vast majority of unused sales content.
• Shifting the measurement of enablement success away from generic win rates and toward specific pipeline micro-conversions.
• The growing necessity of specialized customer success and partner enablement as distinct functions from pure sales.
• Why the optimal organizational structure features enablement reporting directly to a CRO who dedicates active strategy time.

Episode highlights

1. 0:00 — Introduction to Sreedhar Peddineni and GTM Buddy
2. 1:45 — Why enablement is often viewed as a disposable cost center
3. 4:10 — The gap between HR onboarding and GTM readiness
4. 6:30 — How outdated content destroys rep trust permanently
5. 9:15 — Solving content freshness with agentic AI workflows
6. 12:40 — The importance of archiving unused sales collateral
7. 16:20 — Tying enablement directly to pipeline micro-conversions
8. 19:50 — Where enablement should sit in the modern GTM org
9. 23:15 — The rise of Customer Success and Partner enablement
10. 26:30 — Rapid fire questions on the future of enablement

Key takeaways

• Enablement must evolve from one-time onboarding to continuous learning.
• Outdated content is the fastest way to lose sales rep trust.
• Use AI to extract real-world objections natively from discovery calls.
• Measure enablement success strictly through pipeline micro-conversions.
• The CRO must actively own and dictate the enablement strategy.

Transcript

Welcome back to another episode of the Bridge the Gap podcast powered by none other than Revenue Reimagine. Today's guest is Shridhar Panini, who is the founder of GTM Buddy and one of the original co-founders of Gainsite, where he helped, get this, create an entire category. He's now on a mission to fix what he sees is one of the most persistent go-to market gaps. You'll see what I did there, right?

Bridge the Gap, go-to market gaps. Enablement that sounds good on paper, but actually fails on the front lines. No fluff today, we're going deep on what reps actually need, where most GTM orgs get it wrong, and what enablement looks like when it's put built for reality instead of theory. Shridhar, thanks for joining the show, man.

Thank you for having me. Awesome. Let's get, let's get like jump right into it. So, enable it as it exists is kind of a joke.

Like, let's start just really out there. Why is enablement broken in most organizations? And where do most teams go wrong with sales enablement? Maybe it's at the definition level, but where is that, where is it start?

Why is it so broken? Yeah, it's really interesting one. Um, so like you, I've been in leadership roles for most of the past 25 years. And whenever we are having conversations at the leadership level, never really seen anyone on the leadership team uh questioning the importance of enablement, enablement as a need.

We're hiring people. And our business is changing all the time. The product is changing, there are new competitors coming up, the market is changing, and we need to uplevel our teams on a continuous basis. I've never ever come across any leader in my personal experiences and in my network, anybody who questions this fundamental premise that enablement is important.

Right? But at the same time, we are seeing this, especially with the end of growth at all cost mindset over the past few years, a lot of enablement professionals, season professionals, a lot well-respected enablement professionals have been impacted by it by by the the layoffs and so on. Now, what gives? Why what's happening here?

There's a lot of this perspective that we hear that, okay, enablement is a good to have. When the when the times are hard, you cut good to have. It's a cost center, you know. I can't Dude, I I I I you I I I I'm sorry to interrupt you, but you you hit a nail on the head.

I worked for Toast, right? For many, many years. We had an enablement team of almost 70 people. It was the biggest enablement team I ever saw.

And we'll go into what they did or didn't do. But you're right. Times get tough. The first, first team that got cut, we went from 70 to three.

Wow. Wow. That's a massive cut. Don't need Don't need enablement anymore.

Times are tough, so you don't need to train your people. Yeah. And a lot of times people think that, you know, uh at least a lot of enablers come with LND background, and there's a lot of excessive focus in many ways in terms of new hire onboarding, ramp time, a lot of that gets talked about. And when in the world where nobody is hiring a lot, then there's this argument that comes up, I'm not hiring, so why do I need enablement?

But, you know what? There's not a single technology company out there that I know of, which hasn't launched AI something in their product. There's not a single company that talks about, okay, I need to equip my teams with AI awareness. There's some this geeky people who are doing this cool stuff with these tools, ChatGPT or Claude or things like that.

But a vast majority of people are going into into ChatGPT and typing in like they're using it like Google search. Yeah. There's this interesting statistic about uh that we see in our own platform. We we have a ChatGPT style UI where reps can ask questions and they find answers.

That's within GTM Buddy platform. And we get access to the statistics, you know, how the people use the the tool. The most common length of a prompt is about three words. Yeah.

Yeah. Because they want the easy button. Everything's like an easy button for people. And I wanted I want to jump back a little bit to to enablement.

One of the biggest things when we're working with founders and CEOs and CROs is what does our team look like? Is the team doing the right thing? And then it's always like I get super nervous because then it's like when we do the evaluation and we may need to find additional teammates or we may need to level people up. There's no enablement.

And like that lift on the enablement side can be very heavy because they don't have the documentation, they haven't done the enablement or the onboarding. But the onboarding itself, they do like company onboarding. Like here's your badge, here's your laptop, here's your blah, but they don't do go to market onboarding. And you're spending a lot of money on these people, and the, you know, we talk about a cost center from an enablement perspective, but the the cost of losing people or having to turn people over is so high that people don't factor that into into the team.

Absolutely. Just going back to that uh extending on that uh observation right. I guess the question that people are really asking, especially from the leadership side, we discussed how uh people are not really questioning the importance of enablement, but really the questions really seems to be how we are enabling people. The leadership does not seem to be convinced that the way we are enabling the team is the problem.

And some would get ascribed to the to the people who are doing the function whether or not they have the charter or empowered to to do the enablement the right way. There could be any number of reasons. I guess the challenge is people are not questioning the need for enablement, but the question is on how we are enabling uh people. Now, the moment you talk about how I was reading your content, you talk about the gap.

And I believe that gap is in terms of the expectations versus the reality. Most enablers when they come on board, uh like you said, for the first thing that you do, you do company onboarding. Yes, you do it with new hires, you know. This is our company and our culture, this is the history and these are employee policies and all of that.

That's all needed. Fine, but what next? What's GTM enablement about? So, a lot of times people would do, okay, I'm going to do domain training.

I would do product training. Okay? And in the traditional world, even not too long ago, I would create a product training uh course and a domain training course and uh I hope that it it stays true for a couple of years. Might make minor tweaks and so on.

But when the change is coming at at us at a warp speed, the domain is evolving, the the product is evolving, and the competition is evolving, how do you stay current? To begin with, are the enablers enabled to keep pace with the change that's hitting them? Mhm. So is is it is the problem the tech, the mindset or or how go-to-market orgs are are structured when it comes to enablement?

I I think uh hate to say this, but I guess the my perspective is that all three of them. Right? And that's okay. Yeah.

So uh when when you when you look at the people aspect of it, first things first, enablement needs to feel supported and empowered to begin with. And it's a two-way street. And uh in order to give that trust and empowerment, uh there needs to be the the leader needs to be convinced that there is a sound plan that's put together, and sees the outcomes. If this plan is executed well, I would see the outcomes, right?

It's it's a two-way street there. The people empowerment gap, that that's one issue. And uh the second issue is about uh the currentness or how current is the enablement content that I'm creating. Call it learning content, or data sheets or compintel that I create or what uh what not.

How current is it? And the moment a rep says that it's it's outdated content, they lose trust, and they would download it into the into their laptops, maybe tweak it a little, make it their own, they'll keep using it. And there's no coming back after that. Right?

So, if you wanted to to keep the content current, now you move into the technology problem. I can I could throw bodies at keeping the information current at all times. Most companies operate on a bi-weekly sprint. If you talk about product knowledge being current, companies operate on a bi-weekly sprint in tech, as you know.

And how do I keep the people up to date? Every other month there there's a significant new product capability that's coming up that needs messaging. How do you people And enablement, and training, and Like it's it's a the the challenges people think it's a one-time thing and it's done where it's like evolving all the time and you need to keep all that content up. Yep.

All the time. Yeah. Just taking an example of of role of technology. So, uh how do companies provide uh ongoing training to the field?

First there's the the the the It varies very widely. Yep. The key is ongoing, right? It's not one-time uh new hire onboarding is one part, but how do you keep it current?

How do you keep it continuous without overwhelming people? It is very, very common to see uh in companies that, okay, whenever there's a product release every other week, there's this uh Zoom meeting with 100 people on it. Saying that, hey, here is what we have built and here is what we're shipping. And uh half the people don't join uh citing legit reasons, I'm working on this deal or whatever.

And the people that join in, we don't know how many are tuned in and how many are tuned out. And after the session is done, there's this recording on sitting on Gong or uh a link is posted on Slack. A week later, there's a document that gets created, release notes, and that's it. Now, how do I take that and how do I update my product data sheets that have been circulating for a long time?

Therein comes the role of tech, therein comes the role of AI. How how do you do this kind of stuff? You know, a lot of So, a lot of times we look at uh AI is a much longer story. I I've seen some of your your perspectives on that, that's that's an interesting conversation that that'd be great to have.

But I could leverage AI for some of this stuff where how do I keep content freshness, content updates. These are solved problems. Especially if you're able to get AI to be rooted in the source content. AI hallucinates.

So you need systems and guard rails where if you were to constrain the problem statement saying that, okay, here is your input, I don't want you to think too much, just limit your answers based on what I'm giving you. And this is the specific job that I want you to do. There are multiple things that are going on, there's tech in terms of how do you do source grounding. And for that, do I go to ChatGPT?

Okay, yeah, I could do custom GPT or ChatGPT projects or you could do cloud projects or what not. But hallucination problem doesn't go away. But if you were to go to something like a notebook LLM, it does. But does it mean that I'm going to take uh my content, put it on notebook LLM, write some queries, then come and update my slide decks and PDFs back?

That's a lot of heavy lift. Not going to happen. Right? Can I have a more integrated system?

This is where AI integrated into the workflow systems workflows. Right? Wherein I could pull in a a call recording, namely a product release webinar that was conducted internally, I extract the transcript, and I would create a piece of content out of that, a summarization of that. And then I am able to identify the product content that needs to be updated.

You're getting into an agentic workflow that's connected and rooted in a business need. Not just a buzzword of, you know, to to look cool for the investors or in the market, talking about I've got a 200 agents, uh that that's becoming like everybody's counting, how many agents do I have? So, I have an agent for writing LinkedIn post, that's an agent. I have an agent for writing an email, that's an agent.

So, everything is a content creation agent, you could call it one Uber agent or people would count every little thing that their thing could do and calling it like counting the number of agents. The there seems to be a race especially in uh the new companies that are emerging, companies uh people are talking about AI wrapper companies, if you will, I'm sure you would be familiar with that. Put on a a wrapper on top of an LLM, large language model. And I do ask trivial things uh of that.

And I would call each of them an agent. Yeah. And it gets on to it, right? But what what I was referencing earlier is that how do I take these conversations?

The conversation could be of a product release webinar. Or I could take, okay, take all the the discovery calls that have happened in the past month. From Gong. Take take that content, and I identify what are the common objections that have come up.

From across 20 customers. Can I do it at at scale? And after I extract the objections, do I have my objection handling guides, do they cover those? Is there a need for upleveling it?

And that that helps me in terms of keeping my content current. And this is far more possible today with AI than ever before. Earlier it was possible, but I needed to spend that time listening to those calls, parse that content, extract out the objections manually, and go and update. Now, that job is becoming much more easier now.

So, you you have to go through all the content, but one of the things that I've seen and and little fun fact, Dale, I don't even think you know this. I actually spent uh call it six months in enablement. Um, is there's so much content, right? And this was obviously before AI could parse it, but there's so much content.

How do you prioritize which content to use and which content to throw away? Said differently, how do you prioritize the context? Great question. So, it's very, very common to see even with our customers that a maximum of, you know, 10 to 15% is is of the content gets used by the reps.

There's content pieces that get created that have never been seen in a year. But there is hesitation in terms of archiving. There there is this FOMO of, okay, what happens if I delete? Maybe somebody will look at this content.

Right? And actually it's becoming counterproductive where we actively uh advise our customers to retire content on a regular basis where we have AI uh AI does provide the guidance in terms of instead of I could run a report to see which content was viewed the last and engaged and so on. Now, with AI, we are able to write a conversational query, show me all content over the past X number of days, which has seen engagement, which has did not see engagement. And connect it back with the questions that are coming up or or the objections, and recommend the content that needs to be archived.

Right? And the more content the that's something that is necessary. Thank you for actually pointing it out. And having more content also results in another problem.

It's almost like a garbage in, garbage out problem, right? So you have too much content, and there could be dated content that talks about uh the same stuff in different way, and it is easy for the A models to get confused in terms of which one should I pick the answers from. Yep. I I like it.

I mean, I think listen, AI makes it much easier, um, than it ever was before. Uh, but having a way to systematically go through and figure out the contextual stuff and flag what isn't being used. And I think that's what was missing before, right? Is we have all of these million I'm I'm going through this with a client now actually.

Um, I'm building onboarding for a new BDR. Um, and the old sales leader is no longer here and like there's no like, what what were what are we using to onboard people? Oh, I don't know. Well, how are you guys?

I I had a sales rep tell me the other day, we don't have a sales deck. So I reached out to the marketing team. I'm like, why isn't they're like, we have four different sales decks. They're in this folder.

No one knows where the damn folder is. Um, so being able to actually see what is being used and what isn't, I think it's huge. People buy from people. That's why companies who invest in meaningful connections win.

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com. Shridhar, so, um, you talk about the enablement to revenue gap. So, let's talk a little bit about accountability and who should actually like, how should enablement be tied to revenue? Great question.

So, the classical measures have always been things around new hire onboarding, ramp time, time to first deal. That that's those are common. But increasingly we're looking at the there's this debate in enablement, preaching to the choir here, but is is this enablement effectiveness, is it measured in terms of causality or correlation? This this is a forever ongoing debate.

Does enablement cause the revenue outcome directly? Did I win this deal because of enablement? Or can I say that my enablement efforts are correlated with this person winning the deal or this team winning these deals or the revenue outcomes? So, there's a broader consensus in terms of like, I could not clearly attribute or singularly attribute a revenue outcome, namely a closed one deal, just to training.

Just because you took this training, you won the deal. Or just because you you read this content or shared this content, that alone won the deal is going to be challenging. Right? Having said that, if we are able to elevate the role of enablement in terms of meeting the rep where they are at as they are getting working on a deal.

The classic examples that that resonate with our customers, some of the things that we do, uh is what we all know about the importance of social proof. Sighting a relevant story from a relatable customer, solved who has solved for the same pain point. All of us know this. But what are the reps doing today?

They have these five or six case studies they have practiced with or they know, and that's what they keep sharing. Now, if enablement is able to surface the right customer story that takes into account the accounts firmographics and stated problem statements and where the similar persona talked about that, if I share that. Both as a as a bite-sized content on a call like this, and follow it up with a digital sales room that includes that piece of content. I'm I'm taking a very simple example here.

Right? Just that power of telling the right story at the right moment to win over the buyer's confidence. That matters. How do you get And I think if you can, um, first of all, I always believe that everyone across the go-to-market motion should be tied to revenue as somehow, some place because that's the only way to actually move the needle.

Like time to first deal, time like there's a lot of things that may happen on that time to first deal. It could be territory, it could be a lot of other things, but like how do you actually get that lead into the funnel, qualify them properly, and start pushing them through the funnel with enablement content that you've been that you understand. And you probably need some, you probably need some test or other things that you can you can run to make sure that enablement is being uh managed properly and they understand not only what we are delivering, but the why. Like I find like we do a lot of what enablement, but we don't do a lot of why enablement.

And so if we don't do why enablement, or people don't understand the why that they're doing something, they can never tell the story. Yes, totally. Totally, totally. Just extending on that like uh the effectiveness or the the way to measure enablement, how well am I doing discovery calls?

What are my micro conversions? Don't worry too much about the win rate, which is what every sales tech company out there talks about. We help you improve the the win rate, we we help you with quota attainment, we help you with crashing the deal cycle and all of that without running into that vanity. Think about your micro conversions across the pipeline.

How do you move from S1 to S2? What needs to happen in S1? What what does a good discovery call look like where I can qualify in or qualify out? Mhm.

And how do I win the the trust of the prospect that I'm talking to? Mhm. That aspect you're getting into, okay, given that I know this person, how many people are doing the the persona research? Going into LinkedIn and connecting back that person with the personal training that I might have received, personal objections that I've received.

It's all part of my LMS and there is a slide deck with 120 slides in it, all the personas that we sell to, four slides per persona. And there's this slide number four for every persona that lists out all the objections and pain points. Now, when I'm talking to this human being, am I going to remember the slide number 63 which connects to this person? Am I remembering that?

What the tech is able to identify, you're meeting with this person. I know this person's title from your CRM. And I know that the title maps to this persona. And here are the objections that come up and I'm able to surface that.

That's enablement delivering value. Yeah. 100%. And and that's exactly what needs to happen is the the value has to be delivered, otherwise there there is no enablement.

You have Google Drives and you have software and you have all sorts of things, but there's no value. So controversial question. Modern go-to market org, 2025 going into 2026, who owns enablement? That's a million dollar question.

I wish I had a magic wand in terms of I know what I would recommend. I would recommend that strongly that uh enablement reports into the CRO. CRO owns the budget, which is the case for with most organizations. But then CRO says that in a lot of companies that I'm too busy and uh to manage so many directs.

So I would have enablement rolling to RevOps. That's a trend that's coming up within a number of companies. Uh or the enablement doesn't get the mind share. Technically they might be a reporting relationship.

Mhm. So the ideal structure that if I had the magic wand, I would say CRO spending 5% of her time on enablement, thinking about what enablement means, not enablement the the function or the tools and all of that. What does the person, the leader want the enablement to happen on? What do we need to enable that my team on?

If that is clear to the team, the enablement professionals uh in the organization, the outcomes would be so much more better. Yeah, I I couldn't agree more. I think you need for for enablement enablement to be viewed as important, as a real function, as a must, as a value, you have to have someone in the C suite owning it and it has to tie back to revenue. Um, otherwise it it's this afterthought that we have because we have to say we have an enablement team, um, but no one really cares about that.

But the So Sorry. Just adding one thing. No, go ahead, please. Yeah, please.

So, what we're seeing in the market with with our customers, again, is that the growing importance of customer success enablement. That's becoming a thing. Uh finally the the revenue enablement from the transition from sales enablement to revenue enablement. Initially it was a analyst thing.

But we are seeing that happen on the ground. Right? Uh so where a lot of expansion that we see have come from two areas, customer success enablement and from partner enablement. These are the two things that come up consistently.

And for customer success enablement, there are CS tools, Gainsight or any any other alternatives that companies might choose. Those are more like operational tools for the customer success function. But how do I enable them on an ongoing basis? And the nature of enabling CS is different from nature of enabling seller.

CS needs to be deeper in certain areas. Could be more surface level, let's say on pricing or objections, but needs to be way deeper on the value prop and on product because customers expect that. Right? So that specialization is starting to emerge.

Uh Right now, uh users are getting added from the from the CS side, but CS enablement strategies are catching up. That's another trend that we are seeing. And I and I would I would say a trend that I would love to see and I think we've talked about this a long time in the go-to-market world is all of the learnings that we're getting from the CS world get back into the marketing uh silos and the the sales silos. Like we don't have this full loop conversation because it's almost like it goes to CS and CS can tell you, do we really have an ICP?

Like we think we've qualified them in marketing and sales, but like when we're doing the execution side of it and like we're delivering the value that we promised in the sales world, is it the right person? Is it the right thing? Is it the right messaging? Is it the why?

And then that message that that data flow needs to go back into the marketing engine and the sales engine. And I don't I have not seen anyone do this really well at all. Yes, you have hit the problem on on on its nail on its head. Don't don't give him credit please because I'll never I'll never hear the end of this.

I hit the nail on the head for the first time ever. When was the last time you picked up a hammer Dale and actually hit anything? Probably more probably more recently than you actually. So almost like such a temptation that you never want to say no to a deal that's closing.

It's so hard. Yeah. And it gets into the CS and the team throws throwing up their hands and saying, why did we even sign this with the promises of this stuff? that's No, it's it's been a problem for a while.

It's not just new right now. Uh the effects of that is becoming even more pronounced now because nobody wants to pass on a deal in this market. Yeah. Yeah, but not every deal is a good deal.

Like I I I struggle with not wanting to pass on a deal. And listen, I'm I'm guilty of it too, but like you have to be able to look at a deal and be able to say, not a good deal. Or if it or if it looks like a good deal and it is a good deal and you are going through it, but something is not working properly in the CSA, it could be product. It could be the the promise of what we delivered, it could be a myriad of things, it could be shifting in the customer's uh business model.

Like that data needs to be fed back into the top of the funnel and throughout the whole funnel. Because if not, then we're just going to get into the cycle of we're not getting great people through the funnel. So our our EBITDA and our gross margins are much lower than we need to be and customers are costing us money. So, um, I I haven't seen a full loop cycle, a full loop uh process to get that data back into the right hands at top of funnel.

We'll start. Yeah. All right, final question and then we'll dig into some rapid fire. Um, and this could be the first part of rapid fire, but I don't expect a super quick answer on this one.

Um, it's two years from now, enablement's changed over the years. We have a ton of AI. Onboarding has changed. Some companies do it great, some companies do it like shit.

Where what does enablement look like two years from now? At a high level, what's a good enablement plan? So good enablement looks at equipping the reps as they're working on their deals with the right information, delivered at the right time, contextualized for the problem statement or the deal that they're working on. And this was always an expectation from the rep side.

Uh it's not a new expectation per se. But in two years from now, and in some areas already it is possible that the just in time enablement is not a theory anymore, it's not just a marketing talk. There are elements of that that are already possible today. They'll get stronger.

In the next 12 months, I don't even think it it requires 24 months for that. Yep. Yes. All right, let's dive in.

So the goal of rapid fire, 10 words or less. What's the one thing go to market teams are still doing that drives you nuts? Enablement, doing it the wrong way. I love that.

Love that. What's one piece of enablement advice that you completely agree with you completely disagree with right now? That's the tough one. There are multiple to choose from.

So I'd say this still a a world where people insisting upon the badges, the importance of badges, learning parts and stuff. But the world has changed quite a bit in terms of micro learning. Bite-sized learning, delivering the in the moment learning. But there's a group of people who would still insist on their learning paths and courses and badges and so on.

That makes sense. Who's doing enablement right today? Everybody in the company in a good company, starts with with the CEO. let me let me reward it.

I'm I'm sorry. What what what company is doing enablement right today? I would like to pass on the question. Okay.

I like that. I like that. I'll I'll I'll I'll go to I'll go to another one. This one's going to be just as controversial.

Uh if a rep fails, who's actually to blame? First of all, I would say the the rep himself or herself. Uh at least a portion of the blame uh if a person needs to be blamed. If I have I'm you put a gun on my temple and say somebody has to be blamed.

Without sufficient information, I would say that, okay, the rep has the ownership. If the rep needed support, could have reached out internally. Yeah. Sure.

Yeah. We we can't we can't be holding hands all the time. Last one as we wrap this up. What's your dream vacation destination?

If you ever take a vacation. Home with family, you know, a long vacation with kids talking to me. I have two grown boys, like they're 23 and 19 now. They don't spend, they don't have a lot of time for parents.

But my wonderful idea is staying home with them and they have time for me. Awesome. I love I love that by the way. As much as as much as I travel, and Dale will make fun of me, like I I travel probably more than anyone I know.

Um, there's something about just coming home and being home with my wife and my kid and sleeping in my own bed, um, that as much as I love to travel, I'm like, man, it's nice to be home. Yep. Shridhar, thank you so much for joining us, sharing your thoughts on all things enablement. Uh, where can people learn more about what you're up to and where can people learn more about GTM Buddy?

So we're at GTM Buddy.ai is our website. And I'm on LinkedIn, Shridhar Padineini. Everyone's on LinkedIn.

We're all on LinkedIn. Awesome. Thank you so much. Thanks for joining the show.

Thank you so much for having me. Wonderful speaking with you. Thank you.