Join host Rick Currier as he explores the dynamic world of tech marketing with Jennifer Jarrad, Partner Marketing Director at Elastic. Discover Jennifer’s  journey from G-Tech Technologies to leading innovative marketing strategies at Elastic. Explore topics like search analytics, observability, and partner marketing’s challenges and opportunities in the �������� tech space. Gain insights into the future of marketing and the importance of human connection in virtual settings.

is the Partner Marketing Director at Elastic

About Elastic :

Elastic (NYSE: ESTC), the leading search analytics company, securely harnesses search powered AI to enable everyone to find the answers they need in real-time using all their data, at scale. Elastic’s solutions for security, observability and search are built on the Elasticsearch platform, the development platform used by thousands of companies, including more than 50% of the Fortune 500. Learn more at 

Every year, Foundry’s State of the CIO study takes a close look at what’s on the modern CIO’s radar for the year ahead. The study is always packed with valuable datapoints, but more importantly it reflects how the CIO role has evolved in recent years as our world careens in a wholly digital direction and virtually every company becomes a tech company first.

When we released this year’s State of the CIO study in January, one of the most telling datapoints was that 85% of CIOs now consider themselves to be a changemaker in their organization. In a conversation with my colleague Lee Rennick, I asked her to elaborate on what this datapoint means in the context of the remit for today’s CIO, and what tech marketers and vendors need to know to best support them. 

As Executive Director of CIO Communities at Foundry, Lee speaks with some of the world’s most senior CIOs, CTOs, and IT leaders every day to gain a more rich and nuanced understanding of their changing role, their daily challenges, and their shaping visions.��

For tech marketers aiming to better understand and support IT leaders in real and relevant ways, there isn’t a better brain to pick than Lee’s.��

Asked to expand on the changemaker label, Lee noted that when COVID accelerated companies’ push to digital-first models, the CIO was propelled overnight as a business leader and strategist. Whereas in the past, the office of the CIO mainly supported the business through technology, recent years have seen the core value proposition become centered around that technology.

For CIOs that had to adjust to this shift in record time, they were looking to their vendors to support them, as Lee’s Parm Sandhu, CIO at ISSofBC told her.��

Building trusted vendor relationships is mandatory. The more they understand what we’re doing and why, the better equipped they are to help us on that journey.

“Building a trusted relationship with vendors is absolutely mandatory,” says Parm in the interview. “As an IT organization, we simply cannot keep up with the evolution, development, and pace of change in technology.” He goes on to say that he has come to rely on his vendors as a source of trusted guidance along ISSofBC’s strategic roadmap.��

Parm’s approach to vendor evaluation and selection is no longer just about the products and services they sell out of the box—it now involves “opening up my strategy, my vision, and my aspirations” to them so that vendors can act more like partners and advisors to support Parm’s unique needs. “The more they understand what we’re doing, why we’re doing it, and where we want to get to,” he says, “the better equipped they are to help us on that journey.”

For CIOs like Parm who are looking to vendors to add strategic value in new ways than before, this also means those that can’t will be cut. “I’ve really looked at my vendors, at who’s helping me to get to the next level—and I’ve gone on a journey to consolidate,” he says.��

In this new era of the changemaker CIO, there’s a clear call to action for technology vendors and marketers: now, more than ever, the CIO needs you to be all in on their vision. And because each CIO’s vision is unique, the way you communicate with them needs to be tailored to support them at each turn. 

This flips our old approach of selling to the CIO on its head. Gone are the days of delivering a standard pitch and serving generic product information—they’re now looking to vendors to solve their challenges, bring new ideas to the table, and gain their trust to innovate alongside them. 

In that way, I suppose you could also interpret the CIO’s changemaker status as making us change the way we market to them—to a way of real relationship building through shared commitment to their vision. 

To learn more about how tech marketers can adapt to the changing role of the CIO, check out the rest of this video series, and today.

Join Rick Currier as he sits down with �ܴ�ë Crowder, Group Vice President at IDC’s custom solutions group. Together, they explore the world of market research and IDC, discussing topics such as AI trends, partner marketing strategies, and content creation for lead generation. From�� insights on integrating analysts into marketing campaigns to the importance of empathy in sales and marketing, this episode offers engaging conversation filled with practical advice and thought-provoking perspectives.

is��the Group Vice President, Large Enterprise, Custom Solutions Sales at IDC

About IDC:

International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications, and consumer technology markets. With more than 1,300 analysts worldwide, IDC offers global, regional, and local expertise on technology, IT benchmarking and sourcing, and industry opportunities and trends in over 110 countries. IDC’s analysis and insight helps IT professionals, business executives, and the investment community to make fact-based technology decisions and to achieve their key business objectives. Founded in 1964, IDC is a wholly owned subsidiary of International Data Group (), the world’s leading tech media, data, and marketing services company. To learn more about IDC, please visit .

Join Rick Currier for another dynamic episode as he converses with Dean Wootton, a partner marketing professional at Pure Storage. Discover Dean’s journey from sales and distribution to his current role, where he navigates the complexities of partner relationships and marketing strategies in the data storage industry. Explore Dean’s unique approach to measuring success and fostering communities in �������� marketing, and gain insights on overcoming challenges with confidence and innovation. Tune in for a captivating discussion packed with valuable advice and industry expertise.

is��the Senior Manager, Global Partner Demand at Pure Storage

About Pure Storage :����

Pure Storage (NYSE: PSTG) delivers the industry’s best platform to store, manage, and protect the world’s data. With a cloud experience across a unified storage operating environment, Pure empowers every organization with the agility to meet evolving data requirements at speed and scale, while reducing total cost of ownership. Pure believes it can make a meaningful impact in reducing data center emissions worldwide by providing a storage platform that enables customers to significantly reduce their carbon and energy footprint. Pure is proud to be a customer-first organization, as evidenced by the highest Net Promoter Score in the industry. For more information, visit.

This week, Rick is joined by Raj Rammohan, VP of Partner Marketing and Alliances at Foundry. This episode explores how to overcome marketing challenges and maximize resources in the EMEA region. Raj’s firsthand experiences, including navigating the 2008 recession and thriving in partner marketing with a global perspective, offer invaluable insights into achieving remarkable results despite resource constraints. From the importance of face-to-face events in building trust to the complexities of partner marketing collaboration, Raj illuminates key strategies for success in a diverse market landscape.��

is the Vice President, Partner & Alliance Marketing, Foundry

About Foundry :  

Foundry is at the intersection of media and martech.

Our industry is about people, not machines. Algorithms, optimization and automation play a role in what we do, but connections and trusted relationships are vital. We derive fully-consented data from our ecosystem of global editorial brands, awards, and events, and use it to power our media, demand generation and martech solutions making them among the most effective in the market. We’re passionate about the fact that tech can be a force for good. Leveraged wisely, it can have a hugely positive influence, and to this end we’re driving progress globally in a number of areas, including diversity and inclusion, tech accessibility and women in leadership, both at our company and through our channels. Learn more at /

Status of AI exploration and adoption

Because of this, it’s no surprise that only 8% of IT decision-makers are not interested in Generative AI technology according to Foundry’s AI Priorities study. More specifically, this year’s found that 80% of CIOs say they are tasked with researching and evaluating possible AI additions to their tech stack. Additionally, those that have technology budgets dedicated to AI show no signs of slowing down. Close to two-thirds expect their spending towards AI projects to increase this year. With 55% of tech leaders stating that Gen AI-infused products create better business outcomes and allow employees to refocus on value-adding tasks, this seems like a no-brainer.

The same enthusiasm holds true for business departments. 79% of technology content marketers report using generative AI tools according to Content Marketing Institute’s Technology Content Marketing Benchmarks, Budgets, and Trends: Outlook for 2024 research. More than half (53%) use generative AI to brainstorm new topics, 48% use the tools to write drafts, and 43% to research headlines and keywords. Fewer said they use AI to outline assignments (29%), proofread (19%), generate graphics/images (10%), and create videos (7%) and audio (7%).

Are Gen AI users moving too fast?

Does this all sound too good to be true? Maybe that’s because it is. While these solutions have clear business benefits, they also pose some risks, especially if the organization is not fully prepared to embrace the technology. In fact, 23% of IT decision-makers agree that their organization is moving too fast with respect to the use of generative AI. Of the technology marketers using gen AI tools, 88% use free tools, which means they can have their own personal accounts and create accounts without letting their IT team know.

The rapid change that resulted due to the gen AI frenzy did not allow organizations to establish a set of guidelines before everyone decided to join the movement, and even the marketing team acknowledges this. Only 26% said that their organization has a set of guidelines for their gen AI tools. When asking the IT team, 36% said that their organization has a policy and/or system in place to monitor the use of generative AI. But, close to half (46%) of organizations with more than 1,000 employees are establishing policies and guidelines to prepare for gen AI.

IT concerns marketers should be aware of

What exactly is the IT team concerned about and what should marketers take into consideration when using generative AI tools? The most pressing considerations and ethical implications they have to implementing the technology are security and cybersecurity as these systems can be vulnerable to attacks; privacy concerns around the large amounts of data required to generate accurate content; authenticity and trust as the proliferation of gen AI content challenges the authenticity of digital media; questions about intellectual property rights; and regulatory compliance to make sure the technology complies with data protection, intellectual property, and consumer protection laws.

Many of these fears come down to the system, and marketers must do their due diligence before creating a profile and entering company data into a generative AI platform. The entire point of these tools is to increase employee productivity and give time back for more high-value tasks, but if these tools lead to cyberattacks, deepfakes, or forgery, it’s game over.

Continuing to work together

The benefits of AI and gen AI are only as good as the people who use it. IT and marketing teams must work together, and the good news is that 71% of CIOs agree that they’re working more closely with lines of business on AI applications. There’s also some improvement to be made – 58% say that IT and LOB are aligned on the adoption and use of generative AI. It’s important for technology marketers to be transparent with their IT team about their desired use for the tools and explain the benefits they see out of one certain tool versus another. Ultimately IT should work with them to recommend and implement the proper systems.

Cheers to hopefully a year of gen AI success – check back next year and see how the IT and business alignment has shifted. In the meantime, explore how you can engage with AI-focused IT decision-makers through Foundry’s editorial expertise.

Join Rick Currier in London with special guest Clarissa Gent, a trailblazer in partner marketing at AWS, as they explore career growth and empowerment. Clarissa details her career journey, emphasizing the pivotal role of mentorship and supporting women in tech. From her beginnings as an individual contributor to leading commercial-focused initiatives, Clarissa’s story underscores the importance of resilience and skill diversification in navigating the tech industry. Tune in for an in-depth exploration of success, leadership, and the transformative power of diversity in tech.

is��the Director of EMEA Partner Marketing at Amazon Web Services

About Amazon Web Services :  

Since 2006, Amazon Web Services has been the world’s most comprehensive and broadly adopted cloud. AWS has been continually expanding its services to support virtually any workload, and it now has more than 240 fully featured services for compute, storage, databases, networking, analytics, machine learning and artificial intelligence (AI), Internet of Things (IoT), mobile, security, hybrid, media, and application development, deployment, and management from 105 Availability Zones within 33 geographic regions, with announced plans for 18 more Availability Zones and six more AWS Regions in Malaysia, Mexico, New Zealand, the Kingdom of Saudi Arabia, Thailand, and the AWS European Sovereign Cloud. Millions of customers—including the fastest-growing startups, largest enterprises, and leading government agencies—trust AWS to power their infrastructure, become more agile, and lower costs. Learn more at

Even as CIOs devote time to modernization and optimization, their primary charter is as change makers championing and leading business transformation.

After years of discourse on the CIO’s evolving role, Tim Dickson landed a chance to spring into action. The veteran IT leader jumped from a high-profile CIO post to a newly-created Chief Digital Information (CDIO) role at an industrial equipment manufacturer to practice what is regularly being preached—that CIO responsibilities transcend technology and are as much about driving business transformation.

The new opportunity at Regal Rexnord, a manufacturer of electric motors and power transmission components, allowed Dickson to officially formalize a role he’s played for some time. “In this day and age, a CIO needs to be able to do more than the traditional job description, including leading large transformation efforts,” he says. “This job gave me the opportunity to formally move into a position that demonstrates how the CIO role is changing.”

While modernization and optimization work still tops the CIO agenda, IT leaders are just as busy directing business strategy, prepping the organization for the next wave of innovation fueled by AI, and expanding their remit. In their broader capacity, CIOs are taking oversight of additional functional areas, managing a fresh crop of high-level executive reports, and taking responsibility for new revenue streams.

According to the 2024 State of the CIO, which surveyed 875 IT leaders and 251 line of business (LOB) participants, the CIO role is more digital and innovation-focused than ever before, cited by 88% of respondents and up from last year, at 85%. CIOs are now more involved in leading digital transformation initiatives compared to their business counterparts (87%), and 85% of IT leaders surveyed view the CIO role as a changemaker, increasingly taking the lead on business and technology initiatives.

Even more telling—LOB is finally recognizing CIOs’ enhanced status. Seventy-nine percent view CIOs as the primary lead on digital transformation efforts, while 82% regard them as critical changemakers for both business and technology initiatives. Three-quarters of IT leaders and 78% of LOB respondents said the CIO role has been elevated due to increased visibility within the organization—a trend that shows no sign of retrenching.

In fact, the business continues to draw on CIOs to guide both technology and business strategy decisions. This year’s research found almost half (48%) of IT leaders and 41% of LOB respondents look to the CIO to proactively identify business opportunities as well as make technology and provider recommendations. A quarter of CIO and LOB respondents view the CIO role as a consulting advisor, providing input on business needs along with the standard technology and provider recommendations. Sixteen percent of IT leaders and 11% of LOB respondents sought consultation with the CIO because of their ability to advise through a risk management or governance lens.

CIOs are also capitalizing on hard-won efforts to secure their spot in the C-suite corridors. Almost half (48%) of respondents now report directly into the CEO. CIOs are also being awarded oversight of some of the newly established technology-oriented C-level roles: 48% of Chief Data Officers report to the CIO, as do 44% of Chief Digital Officers, 49% of Chief Security Officers and CISOs, and 57% of Chief Analytics Officers. Chief Technology Officers and Chief Innovation Officers were more likely to report into the CEO, at 56% and 57% respectively.

Outside of the expansive CIO leadership capacity, the IT organization itself is becoming more business-driven. IT leader respondents pointed to automating business and IT processes (43%), implementing and creating new AI applications (32%), and making data more available (29%) as ways IT is catering more effectively to business needs, the 2024 State of the CIO research found.

The lines that separate `IT’ and ‘the business’ continue to blur. We’re all members of the same business, striving to achieve the same goals.

Angela Yochem, Global CIO at Krispy Kreme

CIO priorities: A triple balancing act

While CIOs take the lead in directing future business and technology strategy, they remain immersed in the work of optimizing, modernizing, and securing technology infrastructure. This year, 40% of IT leaders’ time is spent on transformational tasks, followed by strategic (35%), and functional (25%). Looking out over the next one to three years, nearly half (49%) of IT leader respondents expect to play more of a strategic role, with 36% anticipating an emphasis on transformational responsibilities and a narrow 14% expecting their dockets to be consumed by functional activities.

Much like last year, the 2024 State of the CIO research found CIOs still caught up in functional duties like security management (50%), improving IT operations and systems performance (41%), and cost control and expense management (31%). Transformational-related tasks also dominated their agenda, with a focus on aligning IT initiatives with business goals (36%), modernizing infrastructure and applications (36%), and leading change efforts (28%). Business strategist work is centered around driving business innovation (31%), developing and refining business strategy (24%), and identifying opportunities for competitive differentiation (18%), the 2024 research found.

This year’s top CEO priorities for the CIO role indicate a swing back towards advancing business strategy to bolster innovation. Twenty-eight percent of respondents said the No. 1 objective voiced by CEO leadership is for CIOs to lead digital business and digital transformation initiatives, up from less than a quarter (23%) last year. Fortifying IT and business collaboration and upgrading IT and data security to reduce corporate risk were next-up on the CEO agenda, according to 27% of respondents.

Given the accelerated pace of change and the centrality of technology and digital platforms to every facet of the business, it’s no wonder CIOs continue to walk a fine line balancing all the demands of their ever-expanding remit. Three-quarters of respondents to this year’s survey said it was a challenge to balance the demands for business innovation with operational excellence, in line with last year’s findings.

Deepa Soni, CIO at The Hartford, says the need for IT leaders to be adept at leading and orchestrating functional, strategic, and transformational responsibilities simultaneously won’t change any time soon, regardless of industry shifts or CIOs’ continued ascension in the enterprise. “I see the role as encompassing all three today with the highest focus for me now on strategist work,” says Soni, citing her ongoing efforts to develop new business models and explore how and where the insurance giant can leverage Generative AI for competitive advantage.

Under Soni’s direction, The Hartford’s IT group is defining and implementing digital opportunities designed to deliver a “step-change” in business value as opposed to an incremental return. Yet those innovation activities are happening in tandem with ongoing modernization and will continue to do so for the foreseeable future. “For us, modernization and innovation are not sequential … and without modernization, innovation doesn’t mean much,” she explains. “We spend time collaborating, codesigning, and strategizing with the business to determine how modernization will help business outcomes.”

For us, modernization and innovation are not sequential…and without modernization, innovation doesn’t mean much.

Deepa Soni, CIO at The Hartford

How CIOs are transforming and optimizing the business

As organizations emerge from the post-pandemic period, there remains a significant emphasis on optimizing and transforming business operations. Forty-four percent of IT leaders are anticipating a full docket of initiatives keyed to increasing operational efficiencies, with 43% earmarking projects to transform existing business processes using automation and integration.

Despite some economic uncertainty this last year, IT budgets remain flush. Fifty-four percent of CIOs surveyed for the 2024 State of the CIO anticipate budget increases, while 35% expect IT investments to remain the same. On average, companies report a 17.4% budget increase, a bit higher than the 15% reported in the prior two years. For the 11% expecting IT spending cuts, the average dip was 18.8%.

Companies are expanding IT budgets for a variety of reasons. Most cited the need for security improvements (38%) along with having to keep pace with the rising costs of technology and services (35%) and investment in emerging technologies like AI (34%). Those respondents who said their firms were tightening the IT purse strings called out company performance (67%), economic uncertainty (64%), and a reduction in employee headcount (35%) as the primary culprits.

IT budgets are being directed to a number of leading technology areas. Among the more prominent are business process automation and IT automation offerings along with machine learning and AI technologies, all cited by 44% of respondents to the 2024 State of the CIO research. Data/business analytics (38%), application modernization (27%), and infrastructure modernization (23%) are also on the shortlist for technology investment as part of the 2024 IT budget cycle, the research found.

Given the focus on securing and automating operations and parlaying AI technologies for future innovation, CIOs are reprioritizing where and when they get involved. In addition to upping their presence on AI initiatives, IT leaders expect to ramp up participation in efforts tied to cybersecurity (70%), data privacy and compliance (61%), data analysis (54%), and customer experience (51%).

At Casey’s, the third largest convenience store chain in the United States, the last couple of years have been devoted to IT transformation initiatives, including moving from a project to a product mindset to drive digital innovation, according to CIO Sanjeev Satturu. Operating with 2,600 stores in 17 states, the $12 billion chain continues to scale its technology foundation, rationalize legacy systems, and deploy edge infrastructure to support frictionless customer experiences and advanced analytics for data-driven decision-making. It is also actively working to reduce the complexity of Point of Sale (POS) systems to improve transaction speeds to better serve customers hungry for flexibility and convenience.

“The business of convenience requires us to continually transform,” Satturu says. “Modernization is not one-time done. You have to continuously work on modernizing platforms and solutions because with the rate technology moves, everything becomes legacy really quickly.”

As in years past, security remains a top concern and an area of ongoing IT investment. Increasing cybersecurity protections was the No. 1 business initiative this year, cited by almost half of IT leader respondents (49%) compared to only 44% last year. Security and risk management technology is slated for a significant slice of the IT budget, cited by 45% of IT leaders and 20% of LOB respondents.

Upleveling cybersecurity, particularly as it relates to fraud management, remains a top priority at TIAA, according to Upendra Mardikar, CISO for the financial services provider. The firm has a four-pronged strategy to address the continuously changing threat and regulatory landscape: Embrace Zero Trust principles; leverage AI to automate and elevate its defenses against attacks; upskill and reskill cyber talent and make cybersecurity a team sport; and collaborate with consortia and CISO peers to develop security best practices and strategies, he explains.

“We’re seeing exponential growth in the threat landscape, including cyber threats coming from nation-states,” Mardikar says. “We continue to incorporate advanced capabilities and controls, protection and recovery capabilities, and Zero Trust so our platform is trustworthy, safe, and secure for clients and customers.”

“Modernization is not one-time done. You have to continuously work on modernizing platforms and solutions because with the rate technology moves, everything becomes legacy really quickly.”

Sanjeev Satturu, CIO, Casey’s

Infrastructure for innovation: AI takes center stage

This was the year AI and, more recently, generative AI entered the mainstream and cast a hotter spotlight on the strategic nature of the CIO role. CIOs are front and center charting the AI roadmap, from working closely with the business to formulate AI applications and use cases, cited by 71% of 2024 State of the CIO respondents, to researching and evaluating possible AI additions to the technology stack (80%).  More than half (58%) of IT leaders said IT and LOB were aligned on the adoption and use of generative AI, in particular.

Over the next year, IT leaders anticipate increased involvement in AI/ML endeavors, cited by 80% of IT leader respondents. Business users also want to see greater CIO involvement in planning and executing AI initiatives. Nearly three-quarters (74%) of LOB respondents to the 2024 State of the CIO research said CIOs are working more closely with them on AI applications, and 77% said IT leaders are spearheading the research of AI solutions to augment the technology stack.

There is mounting desire to capitalize on AI to reimagine the business in new and compelling ways. Almost half (49%) of CIOs and 29% of LOB respondents called out machine learning and AI as the technology initiatives that will be most strategically important this upcoming year. AI is also a top reason for companies to increase their IT budgets, cited by 34% of respondents. Already, AI technologies are being used to reshape data center operations—an evolution cited by 54% of IT leaders and 71% of LOB respondents, according to this year’s research.

While deep into AI deployment at his previous CIO engagement, Regal Rexnord’s Dickson is back at square one, exploring where to apply AI for industrial manufacturing and identifying potential use cases. To that end, Dickson’s team has pinpointed three areas where AI can deliver a competitive edge: For orchestrating more effective production scheduling and planning; for buying the right parts to produce orders for customers; and for demand forecasting.

With the initial game plan established, Regal Rexnord is sailing right along on its AI journey. The company has hired its first data scientist, built a base collection of models, and instituted MLOps (Machine Learning Operations), a set of practices for deploying and operationalizing the AI model lifecycle, Dickson says.

We’re starting from scratch, trying to figure out where AI can move the needle.

Tim Dickson, CIO at Regal Rexnord

Skills for success: Talent challenges loom large

As CIOs struggle to balance optimization and innovation, they face a number of challenges—the biggest being ongoing staffing and skills shortages. Thirty-nine percent of IT leader respondents said dealing with the talent problem caused them to redirect time and energy away from strategic and innovation tasks. Changing business conditions (43%), the need to address security threats (43%), and budgetary constraints, coupled with the ability to demonstrate ROI, were hurdles for 41% of respondents.

On the talent front, organizations are targeting the usual areas to build out their skills pipeline. Ramping up cybersecurity talent is a major priority, cited by 42% of IT leader respondents. Companies are also on the hunt to acquire AI/ML expertise over the next six to 12 months, cited by 39% of respondents, followed up by hires with data science and analytics skills, at 32%.  

Because AI/ML expertise is in hot demand, it is also where IT leaders expect to have the most trouble attracting talent. Slightly more than a quarter (27%) expect to have difficulty finding professionals with the appropriate AI/ML skill sets, followed up by cybersecurity (26%), data science/analytics (20%), and enterprise architecture (17%).

As CIOs reach for the mantle of leading business strategy and transformation, they need to do so prepared to balance the growth agenda with continuous IT optimization and modernization. “You don’t get to drive digital transformation with the ship running smoothly,” Dickson says.

About the 2024 State of the CIO study

The 23rd annual State of the CIO survey was fielded online with the objective of understanding the current parameters of the CIO role and how it may be changing over time. To be considered qualified, respondents must have identified themselves as the head of IT for their company or a division within it. Results are based on 875 qualified IT respondents and 251 LOB responses. This study was fielded globally, with the response base being 41% North America, 19% EMEA, and 38% APAC.

In this episode, Rick is joined by Richard O’Connor, CEO of �������� Marketing-Propolis. Listen in as they discuss the impact of �������� marketing communities. From tea culture to career paths, leadership, and marketing’s evolving role, gain actionable insights and strategic perspectives from industry leader Richard O’Connor. Tune in for practical advice on driving business growth and building authentic connections. Whether you’re a seasoned marketer or a budding entrepreneur, this episode provides actionable advice and strategic perspectives to propel your marketing initiatives to new heights. Tune in now to uncover the secrets of �������� marketing success. 

is��the CEO at �������� Marketing-Propolis

About �������� Marketing:  

�������� Marketing is a professional community where all �������� marketers can easily communicate with like-minded industry peers. They can interact, share, learn and collaborate with other knowledgeable marketers, wherever they are. Offering training and events, the latest industry news and best practice advice online, �������� Marketing provides worthwhile relevant content that’s easily accessible for everyone. Learn more at

Join Rick Currier and special guest Angela Salerno, Sr. Director of WW Partner Marketing at Cribl for another captivating episode of On the Road. From reliving honeymoon adventures to discussing the intricacies of startup marketing, the duo navigates topics like understanding the full business apparatus, the importance of partner engagement and UX, and the challenges faced in the startup marketing landscape. As the conversation unfolds, they explore strategies for effective partner marketing, touching on partner portals, UX optimization, and the significance of leaving space for fun in professional endeavors. With plans for relaunching partner portals and measuring partner satisfaction, Angela shares her excitement for mutual growth and expansion with partners, creating an episode that serves up a delightful mix of industry wisdom and personal stories.

is��the Sr. Director of WW Partner Marketing at Cribl.

About Cribl:����

Cribl, the Data Engine for IT and Security, empowers organizations to transform their data strategy. Customers use Cribl’s vendor-agnostic solutions to analyze, collect, process, and route all IT and security data from any source or in any destination, delivering the choice, control, and flexibility required to adapt to their ever-changing needs. Cribl’s product suite, which is used by Fortune 1000 companies globally, is purpose-built for IT and Security, including��, the industry’s leading observability pipeline,��, an intelligent vendor-neutral agent, and��, the industry’s first search-in-place solution. Founded in 2018, Cribl is a remote-first workforce with an office in San Francisco, CA. Learn more at��