The GTM Superhuman: AI That Sells, Demos, and Onboards — Fireside Chat with Amanda Kahlow & Allison Snow

Julia Nimchinski:
Next up, Allison Snow, founder of Silacea GTM Advisory, and we have Amanda Callow. Again. Welcome to the show. What a… what a pleasure. How have you been?

Amanda Kahlow:
I’ve been awesome! I’ve been on a 6-hour flight since the last, time we were chatting yesterday. It’s been wild, and so good to see you again, Allison!

Allison Snow:
It’s so nice to see you, too. Hey, Amanda. Hey, Julia.

Julia Nimchinski:
Hey, you stole this show yesterday. Absolutely. I only asked one question, and the show is yours, Allison. Amanda, what’s in your Gentic OS? What tools are you using? OneMind? Mindy?

Amanda Kahlow:
I mean, we use our product… we use our product as our SDR, as our sales engineer, we use our product as to help onboard customers, so we are all in on one mind, of course.

Julia Nimchinski:
Awesome. Allison, how about yourself?

Allison Snow:
Well, I look at OneMind all the time. I’m so excited about their, trajectory and all of the various updates that I see from Amanda and the OneMind team. That’s a lot of what I’m up to, Julie. I don’t know that I’d throw you with my… my toolset quite yet.

Julia Nimchinski:
Awesome. Let’s get into it.

Allison Snow:
Yeah, absolutely. Amanda, so, so nice to see you. Folks might not know, and I don’t want to age either of us, but a few, many double-digit years ago, we got to spend some time together while you were building Sixth Sense, and at the time, of course, intent data was really changing how me and so many people on this call targeted customers.
And so, sitting down with you today and thinking about changing how we engage customers, it really, really is very meaningful for me, to be here with you, and I’m excited. Very quickly, I’m Allison Snow, Solace your GoToMarket Advisory. I’m here in Boston. And Amanda, I want you to introduce yourself, but there’s something I’m not sure if you’ll say, so I’m going to say it for you.
Over the last, again, few years, I won’t, won’t go into exactly how many. There have been a lot of voices helping this community, folks like me. understand what’s happening, right? Kind of translate what is going on right now.
And you have been a voice recognize for not what’s happening, but what’s going to happen, and that’s going to be a big theme for us for the short 30 minutes we have to pick your brain. Again, I’m not sure if you would say that yourself, so I said it for you. Other than that piece, tell us a little bit about yourself, please, for those who don’t know you, which is no one.

Amanda Kahlow:
Oh, I am… I am lost for words, which is rare, so thank you, you’re so overly kind. you know, I… yeah, I just… I will… I just want to say, like. I feel so lucky that I have so many amazing people like yourself that listen to what we’re… what I’m saying, and I just, like, I open my day with every day with gratitude. And I’m just so blessed to be on this journey.
I took some years off from Sixth Sense, so my background… Amanda Kalo, I’m the CEO and founder of OneMind. I was the founder and former CEO of Sixth Sense. My one line to the market is I started Sixth Sense to find buyers, as you mentioned, and now one line to close them. onboard them, support them, continue their entire journey.
But, you know, I will, as you brought up the history, I will say we’re in a very similar place in 2012, when I started Sixth Sense. we… I would talk about intent data, and literally would get people thinking, oh, she’s talking about black magic. Like, this… there’s, like, it’s not real. Like, it’s not possible.
And I feel like I’m in the exact same place with a large, you know, contingent of the market who don’t believe what we’re doing and where we’re going is possible. And it’s really exciting. I actually see that as a sign we’re on to something huge. Yeah, so it’s, it’s a pleasure to be here, and it’s so nice to see you again. Thank you so much.

Allison Snow:
Thank you, and one of the things I’ll say is, even when you… when you did make sales, and of course you did, many at Sixth Sense, a lot of those marketers, and I know this from being an analyst at the time, had to convince folks in their own organizations that it wasn’t black magic, so you kind of had a double double sale going there, double the folks to influence, so very interesting.
To jump into it, one of the things we’ll talk about today, mainly what we’ll talk about today, is how go-to-market enterprise has been built on a relatively fragile assumption. This is going to sound crazy at first, but you’re used to it, so it’s fine. But for the audience. We have assumed that Growth skills with resources, of course, very logical, and so those resources include people.
So, as you mentioned, the things One Mind is doing now, just think about if we… we wanted to acquire an audience, we built channels, we needed channel specialists. If we did it, good for us, we had pipeline, we needed reps. If those reps closed, good for us. We had to provide onboarding support and customer support, and all of this is people.
I don’t want to shame anybody, there’s nothing wrong with that assumption. That makes perfect sense. But now that there are methods to mitigate that relatively delicate assumption, that’s what we’re going to chat about.
So the first thing I want to ask you, and I want to be clear, I’m going to ask you what superhumans are, what go-to-market superhumans are, but before I do, I want everyone to know I am not just asking them to Google it. Other people have a perspective on go-to-market superhumans, right? There’s probably a definition, but you say. They’re thinking too small.
And so, I don’t want anyone to Google go-to-market superhuman. I just want them to hear from you. What is it?

Amanda Kahlow:
Yeah. Yeah, thank you. I mean… A lot of people are thinking of this, when they think of putting an experience… like, actually, let me go back to what you said about humans, and then I’ll answer that question. We have been building systems For the last… how many decades around humans, because that was the only way. There was no other option. is to build systems and processes around humans.
And so we had systems of record, like the Salesforce of the world, and then we moved on to systems of engagement, like Sixth Sense, and, like SalesLoft, and Outreach, and others.
And now we’re moving into a world where I call it systems of outcome, and those outcomes can scale beyond human capacity, because humans, we… it was all around in the engagement and the systems of record We’re all around, how do I make humans more effective and more productive?
And now the critical question is, how do I actually make my buyers… I like to think of it from the buyer lens more so than the revenue lens. Even though we are helping companies grow, we’re helping companies cut costs, but the number one thing we’re doing is really helping buyers get information and have that empathetic solution sale that they crave. Like, we teach sellers to do this.
It’s because buyers want to feel heard, and they want… when we pass information, like you said, we pass information from a website, you are on a website, then you go to an SDR who’s junior and is just there to qualify you, then you get passed to an AE, then you get… they’re just there to pitch you and try to get you through the process and go through the… navigate the org, and then you get to a sales engineer who can answer the tough technical questions, and then, God forbid you buy, and then you go to a CSM and an account manager.
My microphone is, like, really static, you can move it behind me so it doesn’t keep doing that. But the process is atrocious.
And… If we think of what we’re putting our buyers through, I mean, we’ve been saying it for so long, that the buyer’s journey is broken, and it’s, you know, we’re trying to make it delightful, but the unlock of AI and go-to-market is to com… collapse that entire cycle, and pass off information and carry on context from one conversation to the other, through to CRM to the next action and the next set of engagements that drive the outcome, but more so drive a better buying experience.

Allison Snow:
Love that. And go-to-market superhumans are helping us do that.

Amanda Kahlow:
And go to market, yeah, so the idea is it’s a… it’s not one role. So yeah, so actually, to your specific question, it’s not one specific role of an SDR. while a lot of our companies, I mean, we’re working with a lot of big enterprise companies, they will start with, okay, let’s do it inbound, or let’s use a sales engineer.
And I was trying to bring my sales engineer onto the call here, but for some reason, it’s not coming into the webinar version of Zoom right now. But, so I wanted to show the audience what it would look like and how it engages. But most people will start with worm roll, but really.
It’s actually one superhuman that can cross over from first touch on the website all the way through to the sales engineer supporting the sale. to onboarding and supporting and upselling and cross-sell. So we have several customers that are using our superhumans to cross-sell and upsell into their existing customer base.
They can’t… and the pace of… the pace of innovation is so fast right now, and even we have this challenge. we are rolling out new features and new functions and new capabilities so fast that our CSMs and some of our, you know, our sales… like, we do have sellers, because I think AEs will be the last one to go. We don’t have sales engineers and we don’t have SDRs, but we do have AEs right now.
But they can’t keep up with the pace of change. And so. The superhumans can help them keep up, and keep up in a way that communicates that back to the buyer at the end of the day.

Allison Snow:
Excellent. I think one of the reasons I really love this HSE-sponsored group of sessions and how they hold them is so many of the speakers, like you just did. kind of show some vulnerability and say, hey, this really is moving fast. If it feels speedy for you, you’re not alone.
Even those of us kind of driving these companies are, you know, overwhelmed by that piece sometimes, and I just think it’s a really nice theme to… to come through. What you just described, in terms of GTM superhumans, I just want to be clear. Ain’t nobody calling them chatbots, they don’t sound like agents, it’s all… it’s all bigger than that, so I’m glad we got to hear from you.

Amanda Kahlow:
And we’ve got the trademark on Superhuman as well, which we’re really excited about.

Allison Snow:
Alright, so that’s one more reason why I’m going to ask you and not have people just Google it. That’s yours. Excellent. There’s something you’ve said that I want… I want people to hear more about as well.
Your distinction between operating, quote-unquote, in the conversation, and then operating, around the conversation, and I think that’s… outside of even tech, that’s a really important distinction for marketers and go-to-market professionals to think about. Can you say more about that?

Amanda Kahlow:
Yeah, I mean, buying and selling, there’s a lot of tech today, and that we built historically, like I said, around, like, supporting a human, and it’s supporting existing processes and playbooks. And that tech is typically outside of the conversations. How do I have a better note-taker, prepare me for the call, update my CRM, right? All of these tasks send out the email.
That’s not the conversation. Buying and selling, buying happens in a conversation. We know… our best sellers are able to convince somebody in a conversation to move forward and see the value. And that’s why we all work so hard to get those calls with our buyers and get them on the call.
And so the place that I wanted to insert technology and use AI is where decisions are being made, which is when the conversation is happening. And it’s not to book a meeting to pass it to a human. That is the… my last goal.
Now, some customers do do that, because they… it’s going to take a while to turn the shift, to get… to feel comfortable that a superhuman can take the sale all the way, or take it to the point where it passes the SDR and goes directly to the AE. But I just think it’s so critical that This technology, right now affords us the ability to have these truly rich.
accurate conversations with our buyers, and, like, just empathetic conversations to understand in a way that a seller can be so prepared. Like, I’ll get on calls with our sellers, and they’ll send me the prep docs and the notes. And I might have been on 5 calls before, but I can’t fucking remember anything.
Like, even though I read the prep doc, like, I’m jumping from one to the next, and I’m not prepared, even though I… with the best of intentions. And that’s just because humans have limitations. And so, we want to be in that conversation, so when the hard question comes up, it can answer it.
When they didn’t ask the medic question that they needed to get out, the superhuman can jump in and say, hey, are you the economic buyer? Are you the decision maker? Is there anyone else we need to bring into the conversation. And so, it can tease out things that the sellers may not do, because they’re distracted by the conversation.

Allison Snow:
I think it’s a real leap that I wouldn’t underestimate the idea, you know, you mentioned you save companies money, that’s what you’re trying to do, but it really is about the buyer experience and the leap from, our constraints to, you know, it’s not necessarily taking notes that moves buyers forward, you know, taking notes easier or sending them faster.
And it’s not getting notes in the CRM faster or easier. It is about those moments when people need a Correct and accurate and directionally appropriate answer for what they’re struggling with in their own buyer journey.

Amanda Kahlow:
And to do the selling, right? So, like, let… let the superhuman do the selling, because… it is… I mean, we’ve all seen, like, what these, you know, foundational models are capable of, and if you put it on tight guardrails with your voice and your tone and your personality of your brand. And… and then you tell it what sales methodologies you want it to use. It’s unbelievable how well it can work.

Allison Snow:
Very cool. I had a question for you, around you talk about role-based versus goal-based, and how what you’re working on is goal-based. I imagine we’ve answered that question when you mentioned being outcome-driven. But… but is that correct?

Amanda Kahlow:
Yeah, so it’s… and it’s multiple outcomes. So, you know, like I said before, it’s… these superhumans support the life cycle, from first touch, sales engineer, onboarding to close, and then cross-sell, upsell. One superhuman can have multiple goals. So, for example, on the website, somebody engages with a superhuman.
For example, HubSpot is a customer of ours, and they use their superhuman, Fiona, for their very small business and small business segment. Somebody comes in, they request a demo, instead of going to a human, because there is no business model to support a human, they get Fiona. Now, Fiona’s there to support that small business segment, but sometimes.
an enterprise buyer might end up talking to Fiona. So Fiona has to have multiple goals to say, I’m going to actually take this and pass it to an AE. Like, this is an opportunity where we need to get this, let me qualify it and pass it to an AE. That’s one goal.
If it is the very small business, she’s going all the way to try to get people to sign up for free trial, and then she tries to close them and upsell them into the process. Then we have other people that are coming in and asking support questions. They clicked, I want a demo, but they’re asking support questions.
So I think it’s really important that it’s not just about the one task or where they engage. Most of these agents, like we were saying before, are, here, I’m on the website, and I’m here to book meetings, or I’m here to do this one job.
you can’t… humans don’t think like that, and humans have a non-linear path, and I… back in 30 years ago, when I started my career, I was in analytics, and… and I just remember looking at, like, web analytics and traffic that just goes all over the place, and no two people follow the same path or do the same thing, right? So it’s really hard to say, this is the direction that they’re going to go.
We… our brains don’t work like that, and so the superhumans have to be able to context switch And really what a superhuman is, is it’s not just one agent. It’s 15 agents that are all working in tandem, listening to each other, talking to each other, and then swapping out.
Like, the one that’s top of funnel might be there, okay, let me start to qualify you, and then you ask for a demo that says, oh, hold on one second, and it says, okay, I’m going to drop in my other agent, who’s now going to come in and give you the live demo.
So, you know, because you can’t have… because there is still a capacity limitation with these LLMs, and we’re trying to optimize for speed, for latency, and for cost. And so you can’t stuff, you know, you can’t have too large of a context window, right, as you’re building out these agents and what you’re building. So they’re all working together to get to an end goal.

Allison Snow:
Very cool. Very cool. I think that’s a really important distinction, the role-based versus goal-based. You know, when you have a job as a human, you know what the job is, and you’re optimized for it. And when presented with different scenarios, right, we… context switching can be pretty difficult.

Amanda Kahlow:
Which is what’s really, like, that’s actually the hard problem, right? To make sure that it can context switch in the right place, and it’s gonna go towards the right outcome based on the conversation it’s having, based on what it learned, based on past conversations, to have memory.
to maintain that context, so we’re building an account-based context graph underneath of everything that maintains all the information that’s in CRM, all the past conversations, all the activity that’s happening on the website, all the intent data that’s across the web. All this comes into one to say, what should I do in this next moment?
On the next turn, my next… question, or my next, you know, dialogue with the buyer, what is that next turn going to be, and what’s the next action that I should take, and what am I driving towards?

Allison Snow:
Excellent. We talked about this just a tad, but… But you called this linear. So I’m revisiting something, I just want to… want you to say more about it, if you could. The people-based system is linear. Right? Your language, not mine, and I think it makes sense. What, what, what breaks… like, why does that break, right?
And we talked about context switching, I think we covered a lot of it, but is there anything we missed about what we can mitigate with GTM superhumans that we haven’t let folks know yet?

Amanda Kahlow:
I mean, so if we go back to, like, the reason I say that, like, humans are a linear growth model, and, you know, agents and superhumans are an exponential growth model, and allow you to unlock… like, for example, at, you know, one of our CRM companies, they basically went and did the analysis of their one superhuman.
And it essentially, when we looked at the questions that it answered, and the goals and the outcomes it drove. they were able to say this would have taken 89 SCRs and 19 sales engineers to do the job of the one superhuman, right? So that’s where you have… that’s not a linear model, right? And humans have time limitations, capacity limitations, recall limitations, and so because of that.
You put one human in SDR, and then you pass it to an AE, and then you pass it to a sales engineer, and then, oh, by the way, if this SDR gets good, they’re gonna quit, or they’re going to get promoted. Then you have to train them again, and then they have sick days, and all of those things are really… pushing down our growth.
You know, we see, like, it’s no surprise to anybody who’s listening that growth is costing 2 to 3X what it was a few years ago. and the cost to acquire a customer, and our growth rates are shrinking, especially across enterprise SaaS companies. So we cannot afford to continue to throw humans at the problem.
I believe we were moving into a world where, you know, boards are demanding it, CEOs are demanding it, to use AI to not only gain the efficiency gains, which is where everybody’s focusing on efficiency, and I just, like, challenge the world to think about growth, not just efficiency.
So we can… the efficiency is making today’s processes better, and I’m gonna put a better workflow, or I’m gonna… this is the way we do things today, and let’s just make it faster or better. But what if you could start from scratch and do things in a whole new way? We have… AI is the biggest unlock of our lifetimes. I don’t think anyone here would disagree with that.
And so, applying, tacking AI, slapping AI onto the process we already have today is only going to make it slightly better, and maybe more efficient, and maybe you can take out one or two people, but it’s not going to have a huge growth on luck. And that’s what’s so exciting about where we are today in go-to-market, and what we’re building, and we’ve only just begun to scratch the surface.
I mean, we have… Some crazy products we’re about to release. That are beyond even what superhumans are doing today, but I don’t want to share anymore yet.

Allison Snow:
I’m sure you have some crazy ideas.

Amanda Kahlow:
We are. I do have some crazy ideas.

Allison Snow:
Absolutely. Well, we all also look forward to hearing about them.
I think it’s such an important mindset shift as we think through and sort of absorb messaging from the market about what AI is here to do, and we are writing emails better, and we are taking notes faster, and we are doing account research better, but the mindset shift, as I… if I do say so myself, predicted at the earliest moments of this call. I’m just kidding.
It is really a challenge to think bigger in so many ways.

Amanda Kahlow:
And I think the problem is, yeah, it’s top-down. A lot of companies right now are approaching AI from a bottoms-up versus a top-down approach. And what I mean by that is they’re telling their people, telling the ICs at the company, go learn AI and make your job more efficient and effective. And I’m not saying not to do that, but that’s only going to have an incremental effect, right?
you’re probably gonna have a lot of, like, wasted hours of building half-assed things that don’t actually work, right?
Rather than a top-down approach is to say, alright, what is the… where in this business like, for example, when we think about superhumans, we think about… the first thing I go into our prospects or customers and say, like, I know you’re not going to trust me to handle your enterprise deals today, but where is there no business model to put a human?
So, for example, in, like, a PLG segment, what if you could engage them with a human-like experience to move them from free trial to paid? And it’s this… whoa, it’s this huge unlock moment where people think, oh wow, okay, I can actually have a conversation, I can onboard people in the moment, once they sign up, and take them from sign up to paid. Right?
So, look for those moments, so we have these, like, massive unlock moments, and then we earn the right to take on the next step. But the top-down approach is to say to look for those business models and look for those places across your… across your business where you can make massive change, versus telling your individual contributors to go in and go learn AI.
And I’m not saying they shouldn’t learn AI, but, like. it’s not gonna have a huge impact. It’s not gonna have the impact you want, and that’s why boards are frustrated at this point, because they’re not seeing the change in the movement and the needle because we’re looking at it from, like, oh, well, how can you write better emails, or how can I, like, fix this process?
And no, don’t get me wrong, I mean, I’m using clogged code all the time. In fact, I just created my own agent the other day because my school told me that I’m not participatory enough, and it’s because I’m missing emails from them.
So, you know, it’s a private school that said, we don’t… we want your daughter, but we don’t know if we want you, because you’re not active enough, and I’m like, shit, it’s because I’m just missing these emails. And so, you know, it helps, but it’s not, like, game-changing.

Allison Snow:
Yeah, that’s, again, huge mindset shift to look at the business and say, what if? Yeah. Just an enormous challenge. Amanda, I have other questions, but there were questions from the audience, and one of them I just want to make sure we get to was. where can we see this? Is there a demo scenario? I don’t want to lose that. Is there…

Amanda Kahlow:
Yeah.

Allison Snow:
send in the chat, or make sure that Julia sends after?

Amanda Kahlow:
Yeah, you can see it all over the place. So, one is you can just go to the number one, onemind.com and talk to our superhuman, Mindy, and she will sell you.
You can go to our customers’ websites, you can go to New Relic, you can go to Nutanix, you can go to LinkedIn and see our superhumans in action, so you can go to, like, live customers and see them, and we can… and then we can also show you, and you reach out, on LinkedIn to me, Amanda Kalo, first name, last name. Happy to show you others, like the ride-along experience, where it joins calls.
So, it’d be on the call here, it can answer the questions, it can give a live demo, etc.

Allison Snow:
Yep. One of the questions I see people ask a lot, and as I can tell, it hasn’t come through yet, but I’m sure you’ve heard it a million times, and you’re ready for this, so no sneak attacks. The question is, do humans actually want this? Don’t people still want to talk to a human?
And I’m just gonna give my two cents before… If you don’t mind, which is just… I am as tired as everyone else about the stat, about, the buyer journey being, I don’t know, 90%, 88%, depends on your stat source, digital, but what it says to me, and what it has always said to me, is we’ve removed humans as buyers. We’ve removed humans as much as we possibly goddamn can. Right?
Like, that’s what that stat says to me. And I don’t want to be too controversial there, but that’s what… you know, I pay a premium for DoorDash because I don’t want to talk to a soul. And even, you know, I just don’t want… I just don’t want to do it. So, I don’t know, is it just me? Or how much do, do folks want this? How are your customers’ customers responding to it?

Amanda Kahlow:
Yeah, I mean, it’s always a choice to talk to a superhuman versus forced, right? So, not everyone is ready for it, not everyone talks to GPT and then talks to their agents, but I know when I went through a breakup recently, I was all over it, talking to it the whole time, right? So, it’s… it’s a choice in the process, but I think here’s what’s happening. It’s crossing the chasm of trust.
Right now. people don’t trust, generally, AI as much as they trust humans. So I agree with the sentiment that, okay, we’re not… people aren’t ready for this in some… in some verticals and in some ways. Some people are. And even if 20% of your audience were ready, I can make a huge impact on your business.
Now, eventually, it’ll be 80%, but once buyers realize our customers, our customers’ buyers realize that they’re going to get a better answer than they would from a human, because I love it when people ask me if my AI hallucinates, because, like, I… one line I always say is, like, do your sellers hallucinate? And do they do so knowingly and nefariously, right, to get the deal done?
And do they do so repetitively? Once an AI hallucinates once, you better be sure that it will never hallucinate again, you’ll put it on guardrails, and it’ll never do… make that same mistake twice. And when we build vertical-specific, application-specific AI, you can put it on tight guardrails and with evals.
And I am 99.999% sure our AI’s not gonna… we’ve never had a customer come back to us and say that it hallucinated in any way that did any harm to their business. The only thing that happened is they may have put in content that was old, and they’ve updated their messaging. And I’m like, well, I can cite where that came from. It was over here, and that’s what you put in her brain.
So you have to keep the brain up to date. But once we cross that chasm of trust, where we start to trust and we realize you get a better experience from AI, buyers are gonna demand it, and I think that’s gonna happen this year. And I think that’s happening quicker than we’re realizing. And some people already do.
Like, I know when I was recently just called, like, an electrician to come, that experience of the AI was so delightful, and I had so many nuances I had to explain, and it understood me much better than a human would have. And when I… I was like, oh my god, I never want to talk to a human again in this scenario.
Once we have those, like, that light bulb moment, it’s not like talking to the United Airlines reservation agent, you know, that’s… or the agent, agent, agent, and trying to get through.

Allison Snow:
Very cool. Agreed. Another question from the audience, and I’ll just… we’ll give the people what they want here. I know you mentioned there are various ways to engage. One mind and Mindy. Someone is wondering how long it takes to implement, and I imagine that depends on the scope, but could you say more about that?

Amanda Kahlow:
Yeah, I will be fully transparent, I’m an open book. Used to take us, like, 4 months to implement these superhumans, because they’re super complex. Our last, call it, 20 customers, we were out in days, if not weeks. So, we are… we guarantee 4 weeks. We can get it done. We… I had a customer who had a trade show, they really wanted their superhuman for the trade show, and we got it done in 4 days.
So, as long as you have your content and everything ready to go, we can do this, and all the integrations are really fast now. So, we have been… I have put 20-some engineers on making that process Smooth and seamless, and building the knowledge graph, and building the… the self-serve onboarding, which we didn’t have when we first came out of the gate.

Allison Snow:
Excellent. We’re 3 minutes to the hour, I have so many questions I didn’t ask you, so you may hear from folks on LinkedIn, because I bet they’re thinking like me, and want to know a bit more. But you’ve built 2 companies, Sixth Sense, One Mind, and raised a ton… is it $100 million that you’ve raised?

Amanda Kahlow:
Somewhere close to that, yeah.

Allison Snow:
quote, okay. It sounded high, so I’m checking. What do you think, just to leave the people with, you know, some, some wisdom from Amanda, what are you doing differently this time? What would you say is your number one… Wouldn’t do that again.

Amanda Kahlow:
Breathing. Yeah, I’m breathing. I’m letting go. I think at Sixth Sense, I… you know, as a first-time CEO, best of intentions, but I didn’t do everything right. I didn’t do everything perfect. And I had… I was… I thought I had to take control of everything.
I was in control of the product, and the marketing, and even, like, controlling the engineering, what they were doing, and now I’m in a world of… I have a sticker on my wall that says, what can I let go, and what did I get wrong yesterday? So I can constantly be reflecting and trying to… and… But this is a different world.
At Sixth Sense, I had to build a culture of no, in the sense that building shit was hard, and so we couldn’t say yes to all the new features and functionality and requests coming in from our customers. At OneMind, we have a culture of yes. Like, let’s do it, let’s build it for this customer, and then figure out how we’re gonna, repeat this for all of our customers.
So it’s a complete… this new world we live in, where we can build so fast, we have to pay… we have to innovate at lightning pace that we weren’t able to before, which is… super fun to be building in this time, and also super scary, too, because, of course, anyone can come behind me and try to build fast. I think we’ve got a good year ahead of anyone, but that’s not that long in today’s world.
But I think my kids also give me that, sense of reflection and calm.

Allison Snow:
That’s true.

Amanda Kahlow:
and caring, and more empathy, like, I think I genuinely just… care more. I’m older, I, like, have more perspective, and hopefully I’m doing it better, but I’m sure I’m gonna fuck it up again, too, in some way.

Allison Snow:
I don’t know, you’ve got that school looking out for you, giving you some bad girls, too. That’s not so bad.

Amanda Kahlow:
Talk to you, Allison.

Allison Snow:
Thank you. Thank you. It was so nice to talk to you, too. Julia, I will, I know it’s just one minute to the hour, but I… I know we’re one of the first, and I don’t want to ruin your schedule for the day, so…

Julia Nimchinski:
Love being a fly on the wall here. Thank you so much, Allison, for the phenomenal session. Thank you, Amanda. So many one-liners. Humans are a linear growth model. That’s a quote. How can our community best support you?

Amanda Kahlow:
Follow me on LinkedIn, slash AmandaKalo.

Julia Nimchinski:
Awesome. Allison, how about yourself?

Allison Snow:
Check out the alignment dividend on Substack, and give it a follow, if it… if it so moves you.

Amanda Kahlow:
Wait, I have one more thing, and go talk to Mindy. Go to OneMind.com, and talk to Mindy, and experience what I just, expressed.

Julia Nimchinski:
We’ll share in Slack. Thank you so much.

Allison Snow:
Very cool. Thank you.