Influence your sales team like a Zoom PMM
As product marketers, we pride ourselves on being customer obsessed. We're tuned into their needs, their pain points, and what it takes to win their trust. But there's another audience we cannot afford to overlook—if you want your product to win in the market, you have to win over the people taking it to market.
Today we're diving into one of the most important and unfortunately often underappreciated audiences that product marketing serves: the sales team. Too many PMMs stop at handing off an enablement deck, but what if you could truly influence how your sales team operates? What if you could transform them from order-takers into strategic partners who genuinely understand and advocate for your product's value?
I'm thrilled to introduce Sharon Markowitz, one of those rare product marketers who brings together deep business acumen, sharp customer insight, and genuine care for people. She's led product and partner marketing at world-class brands like Atlassian, LinkedIn, Intuit, and most recently Zoom, building go-to-market strategies that don't just drive business growth—they unlock real value for customers. Named a top 100 product marketing mentor by ShareBird, Sharon's also a sought-after career coach and founder of Your Career Wings, where she helps marketers navigate upskilling and job searching.
At her core, Sharon believes that if you truly understand the customer, everything else falls into place. Today, she's sharing exactly how she moved beyond traditional sales enablement to create strategies that transformed how sales teams think, sell, and succeed.
Understanding the Nuances of Sales Influence
Sharon offers some eye-opening insights on the dynamics between product marketing and sales. It's not about handing over materials and walking away; it's about embedding oneself within the sales ecosystem, understanding their hurdles, and collaborating to clear them. At Zoom, Sharon encountered a classic challenge: the company was expanding rapidly, and the standard functionalities were not always meeting customer expectations.
Sharon realized the crux wasn't a gap in demand generation but a challenge in conversion. With pivotal industries being bottlenecked, she didn't wait for roadmaps to catch up. Instead, she walked us through her extraordinary journey of crafting a scalable go-to-market strategy—engaging deeply with the sales team and leading unexpected partnerships to remove obstacles.
A Plot Twist in Product Marketing
Here's where things get interesting. Sharon didn't just stick to conventional PMM roles; she stepped out of her lane, innovating right where it was needed. Her intuition told her that sales required more than strategic insight—they needed tangible support. This realization led her to establish a sales incentive program, funded by the marketing budget. Yes, you heard that right! By listening to sales reps who craved simple perks like company swag, Sharon built a program that not only energized the sales force but also propelled deals forward.
Sharon's deep engagement wasn't just about participating in meetings or opening chat channels. It was about fostering genuine relationships, enabling direct conversations, and maintaining alignment with the sales objectives. Ultimately, her strategies yielded impressive results, driving millions in new customer value and accelerating stalled deals.
The Sharon Markowitz Playbook
If you're wondering how to replicate Sharon's success, here's her playbook in brief:
1. Listen Attentively: Engage both your external customers and internal teams. Recognize gaps in priorities and act on insights.
2. Embed Yourself in Sales: Join their calls, understand their needs, and build strategies that help them close deals
3. Build Together: Design initiatives in collaboration with the sales team, ensuring alignment and simplicity
4. Be Bold and Creative: Don't shy away from stepping outside the norm. Think outside your lane when the business calls for it.
As we chatted, we also delved into the significance of keeping things simple and intuitive. Sharon highlighted the importance of acting on real customer insights and creating a supportive brand culture that resonates internally. It's all about treating your sales team as internal customers who deserve your attention and resources.
Messaging Critique Segment
Sharon and I also delved into a fascinating messaging critique of a B2C app called Time Left. The app connects strangers for midweek dinners, fostering real-world connections over shared meals. What Time Left does brilliantly is keeping their messaging simple and inviting: “Meet strangers for dinner every Wednesday.” Yet, Sharon noted room for improvement, particularly in sustaining connections post-dinner, a focus area ripe for enhancement through customer feedback and UX refinement.
Need some support in your career? Work with Sharon and book a free 15 minute consult at topmate.io/yourcareerwings
This is an incredibly insightful conversation with Sharon, and I hope you're inspired to transform your approach and break creative boundaries in your own career.
LINKS:
Time Left (messaging critique): https://timeleft.com/
Connect with Sharon Markowitz on LinkedIn
Connect with Elle:
LinkedIn:https://www.linkedin.com/in/elle3izabeth/
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[00:00:00] Elle: [00:00:00] Sharon. I'm so excited to have you here. Welcome to the show.
[00:00:03] Sharon: Happy to be here and thank you El for such a gracious introduction.
[00:00:07] Elle: Of course. Okay, so let's get our listeners grounded. Most people know Zoom for its video meetings. But what does Zoom offer today?
[00:00:16] Sharon: Zoom's come a long way. It's not just meetings anymore. Uh, it's a full platform. You have Zoom, phone contact center, team chat, and over 2000 apps in the Zoom app marketplace. So I.
actually led the go to market strategy for the Zoom app marketplace. So that means building programs that actually help customers, but doing more inside Zoom, whether it's a small business or an enterprise.
One of the programs I'll share today um, used an account based approach to remove blockers for high intent customers.
And, you know, it pushed me to partner with field in unexpected ways.
[00:00:51] Elle: Got it. This is a perfect example of when a company transitions beyond its inception in that growth stage, it sounds [00:01:00] like Zoom grew a lot. 2000 apps is. A lot. Um, I know there's companies out there with even more, I'm sure, but for a video conferencing platform it feels like a lot. So that is the kind of evolution, I think that creates a lot of new challenges and opportunities for product marketers, especially when it comes to working with the field.
So let's get into that. For the first segment of our show, let's dive into a case study about influencing the sales team. So now Sharon, take us back to when you realized you needed to engage with the field in a whole new way. What was going on with Zoom at that time?
[00:01:39] Sharon: Well, zoom was expanding quickly beyond just meetings and. Oftentimes the native functionality just didn't keep pace with what the customers needed. So like as an example, zoom phone, zoom phone was growing, but key functionality like fact support was missing.
[00:01:56] Elle: Okay, so that makes me feel or think of [00:02:00] industries like healthcare. What do you think?
[00:02:02] Sharon: That's right. I actually have an interesting example um, in terms of healthcare that'll kind of bring it home to the listeners. Literally last week I was seeing a new doctor. I had my records that I think?
consisted of like a hundred pages or something ready to email them. Uh, however, you know, the office manager couldn't accept it unless it was faxed.
[00:02:22] Elle: Wow.
[00:02:23] Sharon: Yep. Fax is still a thing. It is actually really important in highly regulated industries 'cause it's just one of the most secure and compliant ways to transmit sensitive documents. So for many organizations, switching to Zoom phone just wasn't a compelling option. And I think what's interesting in all this is that it wasn't for the business, a demand gen issue. It was actually a blocker to conversion for high intent pipeline, and the opportunity existed in multiple use cases, uh, which is why partnerships are so [00:03:00] important.
[00:03:00] Elle: Mm. Got it. Okay. So the real issue was that Zoom had outgrown its initial inception and these new challenges arose in the market. And when you realized that it wasn't a complete solution, and that you had these focus segments like healthcare that needed more. So what did you do? What was the task at hand?
[00:03:20] Sharon: You know, I.
could see this wasn't just a missing feature, so I developed a scalable go-to-market strategy. Starts with making sure I had the right partner that meets customer needs, and then ultimately supporting the field and sales to close the deals. What was interesting though, at this time at the company, it was all about ai.
So I had to be thoughtful, like how am I going to get some of that mind share from the sales team? So with that said, I had already had a large stakeholder team um, that I was leading and I had to think differently. So there's a plot twist coming. I stepped outside the product [00:04:00] marketing swim line.
[00:04:01] Elle: Okay, wait, before you tell us about the plot twist let me catch up for a minute. So Zoom was quickly expanding beyond meetings. Um, You found these critical gaps, like facts um, were missing and blocking these big deals in key industries. Um, So your task at hand was unblocking that revenue. Without waiting on the roadmap that sounds like working with the sales team.
So tell us more about the plot twist now and how you stepped outside the PMM swim lane.
[00:04:25] Sharon: Definitely so I needed attention from the field, so I ended up introducing a sales incentive program. Something not typically led by product marketing, but you know, it just made sense because of what the business needed. Uh, funded it from the marketing budget based on conversations I had with the sales team. Quite simply, reps were asking for company swag and I built a program around that. But it had to have clear intent that this was about making sure I engage the sales team, but also move deals forward for both Zoom phone and the ISD partner.
[00:04:59] Elle: Okay, so [00:05:00] great. I need to click deeper on something that you said. I think your actual words were in conversations with sales, so that's so important for product marketers. Tell us more about those conversations and why they were important.
[00:05:13] Sharon: I mean, sales is on the front lines with customers, so if you are going to reach your customer. A relationship with sales is a no-brainer in this case. I tapped a few colleagues for some quick feedback. Uh, those, you know, informal honest conversations are what sparked the idea. Uh, they weren't asking for more marketing decks, they were asking for something simple that made them feel connected to the brand and gave them a reason to reengage accounts.
Now, once that was set from a strategic perspective, it was really about rolling out the program. So I had to shift to execution mode. I joined sales calls, whether it was North America, Europe, or Asia. It wasn't about kind of making more work, it was just [00:06:00] making sure I was plugged in to the existing go-to-market motions to support the team.
I also set up a Zoom team chat channel with the partner, so if sales had questions, they had direct access to the subject matter expert to help close those deals.
[00:06:16] Elle: Yes. Okay. So the tips that you shared just now are so helpful. You joined sales calls and you talked to sales leaders and you created the chat with sales. I think all of that is really helpful for a product marketer who's trying to get closer to sales. You basically embedded yourself into the sales team and then you took the incentive that you built and.
Added it as part of your entire go-to market strategy. Um, I feel like most pmms would've stopped at the enablement materials, but you created this comprehensive approach. So I'm eager to hear about the results. Tell us more.
[00:06:57] Sharon: Absolutely.
We ended up seeing over [00:07:00] 60% sales participation in just one quarter. you know, after I started getting some messages from sales about how excited they were about their Zoom swag. I basically said, Hey, would you mind promoting it, you know, to your colleagues? Get them engaged, be a part of the incentive program, start to close those deals.
And the cool thing about that is it builds mind share, not from a marketer, it's from a peer.
[00:07:24] Elle: Yep. Someone that they trust. So you basically use this organic feedback as social proof to get the other salespeople interested in the incentive itself. Very smart.
[00:07:36] Sharon: And ultimately, you know, the overall go to market program ended up driving millions in net new customer account value and. At the end of the day, it accelerated stall deals and allows the customer to say yes. So I think, you know, the one takeaway I would love the teams and product marketing to have they're listening today is just it's okay to step outside your swim [00:08:00] lane um, especially when it's gonna impact the customer and the business supports it.
[00:08:04] Elle: Yep. I could not agree more. Um, Okay, so at the end of the day, how does A PMM know if we need to put together a sales incentive program or not?
[00:08:17] Sharon: Fair question. I would say that that's probably more of a tactic than it is a solution, so it's not?
really the starting point.
[00:08:24] Elle: Uh, okay. Good point. All right, so let me back up and summarize then so we can get to the starting point. So, zoom expanded beyond meetings and you had to unblock that revenue. Then you basically did that by stepping outside. Your role as a PMM and truly influenced sales by embedding yourself with the team um, joining calls worldwide, creating that, chat channel and everything ultimately driving millions for the business.
Love it. So I have so many questions about this, but let's start with putting together a guide for pmms. If I were trying to influence the sales team in my org today, what are the [00:09:00] steps that I would need to take? What is step one?
[00:09:02] Sharon: step one?
is honestly to listen to your customers and your internal teams. Think about, you know, what are those gaps or opportunities that may not be fully reflected in the current priorities.
[00:09:13] Elle: Got it. Okay. So you said listen to your customers and teams. What does that look like? Like and then, I guess like looking at that in comparison with maybe what the current priorities are for the company. Like, tell us more about how, looks like to identify that disconnect and like what metrics I should be looking at.
[00:09:31] Sharon: It's good questions. You know, it starts with listening. Um, Both like what are the customers saying? What does the data show? So. On the qualitative side, it might be sales calls, support, feedback, or reoccurring themes in customer interviews. And then I'd say on the data side, it's taking a look at.
those win-loss reports.
You know, asking questions like, Hey, are high intent deals stalling because it's something we're not offering. And I think [00:10:00] that if demand is there, but conversion is not happening, there's probably something to look a bit further into.
[00:10:06] Elle: Got it. Okay. Those are really helpful examples to look for. So once I identify that gap what are the ways to influence a sales team? Or, I guess what I'm asking is how did you determine how to influence the team? I'm guessing that it had something to do with learning their needs and, you know, when you en embedded yourself in that team.
[00:10:28] Sharon: You know, there's a lot of ways to influence sales. I mean, it could be messaging, it could be a customer state case study. Uh, but I think ultimately you just have to have a real conversation with your sales team, your internal customers.
[00:10:40] Elle: Yep. Now that I think about it, I had actually very similar experience to yours, where when I built a sales program in the past um, actually at Twilio, I interviewed salespeople to understand where their pains were and what kind of training and assets. That they [00:11:00] needed.
And that hugely contributed to a sales program that I created. Um, So it sounds like at Zoom you ha obviously had a number of stakeholders. You mentioned you had this big um, stakeholder management for the entire go-to-market strategy, but I guess more for the incentive program. Um, relation to sales specifically, who were the stakeholders that you connected with as you built the program?
[00:11:23] Sharon: First, I love the example that you shared. you know, the stakeholders that I connected with are customer success managers, account executives to ultimately share my idea and discuss what you're solving for. I mean, it's ultimately about having the real conversations, what could work, but also what's reasonable.
[00:11:41] Elle: Got it. Okay. So to recap the steps a PMM would need to take to influence sales or the specifically the sales team would be one to identify if there's a disconnect between priorities and customer needs. And then two, talk to your sales team. Understand what their needs are to unblock their [00:12:00] success, and then what is step three?
Would it be to build a program or a strategy itself, I guess.
[00:12:06] Sharon: You're onto it. It's ultimately to build that, but build it together with the sales team. So it's not about building it in a vacuum. You know, take what you heard from sales layer in those customer insights. Design something that fits into their workflow. Doesn't have to be complicated, quite frankly. The simpler, the better.
[00:12:26] Elle: Hmm, good points. Okay, so once you've identified that gap, you're working with sales, how do you build a program that sticks, and how do you know that? Or how do you know if an incentive, like giving away swag is the right lever to pull?
[00:12:42] Sharon: You know, I.
think a program that sticks honestly is not guaranteed. You have to keep listening, understanding if it impacted your metrics that you were solving for. And for us the incentive part of the go-to-market effort was a test for the quarter. So with that said, swag for us [00:13:00] was also the right lever, uh, because it was based off a customer insight that was real and powerful From the sales team, they're connecting with customers virtually or in person.
They need to be energized and feel supported.
[00:13:14] Elle: Yes. How brilliant. So you used the feedback that you got from sales and then also um, it sounds really obvious, but most people probably don't really think about it. But to your point, salespeople are out with customers and they're on the front lines and managing those engagements and really bringing the spirit of the brand.
To those customer engagements. So giving them the swag to kind of just add that extra oomph, I guess you could say. Sounds like it was really valuable. So yeah, it's not just the incentive itself. Uh, and what else I know about. Getting an incentive program funded, especially out of a marketing budget is that it is no small feat.
It takes alignment with leadership and usually I have to tie it to [00:14:00] pipeline. In fact, I've only ever received approval on something like this was when I worked closely with a sales leader and. We used funding through like a spiff program. It wasn't marketing. So help us understand what are your tips and ideas on how do you get buy-in for something like this?
[00:14:18] Sharon: Totally fair. You know, it was a revenue blocker and this?
was a clear way to actually be able to help sales. As closed deals. So with that said, it is still part of changing sales behavior. So, you know, first step is, okay, there's funds in the marketing budget and then it's, you know, connecting with marketing to make sure you have leadership approval on that, that connecting with sales leadership to make sure that they agree and they ultimately approve it.
[00:14:46] Elle: Got it. Okay. And I personally love that you used swag. Again, it just brings the spirit of the brand and maybe it's just because I'm such a natural cheerleader, so I like branded stuff. But what was your rationale for using swag versus something like gift cards or something like [00:15:00] that?
[00:15:00] Sharon: Super insightful. you know, gift cards can be tricky, you know, and the reason is 'cause there's sometimes tax implications with sales and that?
makes it harder to manage.
[00:15:10] Elle: Ah.
[00:15:10] Sharon: Swag, honestly, was simpler. The budget was already approved. We had access to the company store, so in a way it was a sunk cost. It felt easy, scalable, and it reinforced the brand, as you mentioned, you know, while still giving reps something fun and meaningful to share.
[00:15:27] Elle: Yes. It like ticks every box. love that. And true to your point, you said earlier in our conversation you said the simpler, the better and even, even like the incentive itself, like just the, the logistics of it it sounds like was simple. So, a really helpful way to think about structuring incentive programs that might use swag.
Okay, so last question for you on this topic, Sharon. What advice do you have for a product marketer who is looking to influence the sales team for their [00:16:00] product?
[00:16:00] Sharon: It's simple. Treat them as an internal customer.
[00:16:04] Elle: Yes. Okay. You know what's really funny is I asked that question at the end of every case study for. This segment of all of my episodes and almost all of my guests say something to the effect of, talk to customers or listen to your customers.
Um, which is true, we should absolutely do that. it's so easy to forget that our sales team. Are our internal customers, and I really appreciate you bringing that perspective um, and reminding us of, of that. So Sharon, thank you so much for sharing this playbook with us. I know a lot of pmms are going to walk away with some great practical insights and ideas that they can actually try.
All right, so now it's time for our next segment, the messaging critique. This is where we as product marketing experts get to analyze real world messaging. But the fun part is that you, Sharon, my guests get to pick the company that we look at. So before we [00:17:00] get started let me tell you the ground rules.
So, first you're gonna tell me The company or product that you want to look at, the messaging. You're gonna tell me something that you're loving about the messaging, then you're gonna tell me something that you wish the PMM would have done differently.
And then lastly, you're going to tell us where you think the messaging could go next, or how the PMM could iterate on it and take it further. Maybe it's a creative content idea or campaign or something of that matter. Again, this is all about learning, refining our craft. No negativity, just.
Thoughtful, constructive critique. So let's get into it. Tell me what product or company has caught your attention. Good, bad, or somewhere in between.
[00:17:40] Sharon: So, have you heard of Time left?
[00:17:42] Elle: I haven't, tell me more. What did they do?
[00:17:45] Sharon: So Time left is a really interesting B2C app that brings strangers together for real world connection. So first you take a short personality. It's not like Myers-Briggs, you know, you basically are [00:18:00] rating your interest on things like family nature or politics.
Then the app matches you with five or six people for a midweek dinner, you pay for your reservation for the dinner, and then ultimately the meal that you have. Uh, and after the dinner, uh, there's an optional bar to meet at And the neat thing is like. Anyone participating in dinners that night in the city could go, so you can meet more people,
Super cool.
[00:18:31] Elle: that is so fascinating and so cool. And as someone who has moved to a new place in my adulthood and not having very many familiar friends nearby,
could totally appreciate something like this. Um, So who do you think their target customer is?
[00:18:48] Sharon: You know, it's, it's not about really demographics, it's really more about the mindset, you know? The people drawn to time left are curious and open the kind who think I'd love to [00:19:00] meet someone new and see if there's a connection, but I just haven't found the right way to do it. Kind of like what you were saying, moving to a new area and looking for some new folks to get in touch
[00:19:10] Elle: Yeah, I feel like it's really hard for adults to make new friends.
[00:19:14] Sharon: It can be a challenge. So, you know, with that, you know, it does attract a mix. You know, there are newcomers coming to the city parents looking for more adult conversation. Tourists, locals, you know, and they all have that real desire for connection, you know? And sometimes in big cities, and even though there's tons of people, there can be a little bit of loneliness, you know?
And so there can be a bit of a disconnect, and that's what they're solving for.
[00:19:40] Elle: I love that that drive to solve for loneliness. It's such a feel good product. I so tell me, what are you loving about the messaging for their product?
[00:19:49] Sharon: I.
think Time left's core message, which is meet strangers for dinner every Wednesday. Book your seat. Meet five strangers, all matched by a personality [00:20:00] algorithm.
simple, consistent, and inviting.
You know, it has a clear call to action to lead to in real life connection. what's interesting is though it doesn't like say it outright, it's clearly positioning itself against you. Scrolling and endless slipping. You oftentimes see whether it's social media or dating apps, and you know, if you think about when you have the real conversations, it is usually over dinner.
You know, it could be at the kitchen or at the dinner table, or in this case in a restaurant with some strangers.
[00:20:31] Elle: Yes, the dinner table or the kitchen brings people together. I love that. Okay, so real quick for our listeners, if you wanna check them out, it's time left.com. And when I pull up their website, you said, it's just, it's very clean. Screen and it's just very pretty font actually that reads Every Wednesday, strangers meet for dinner with a CTA of book your seat.
So I love personally that they didn't over complicate it with more [00:21:00] information that's totally unnecessary. Like, I feel like B2B would've had like 10 unnecessary buzzwords in there. So what's something that you wish the PMM would've considered?
[00:21:09] Sharon: I really appreciate the app bridges, the online and real life experience. They do rematching features as well as Postin surveys. that said, I do find after the dinner, many connections moved to WhatsApp threads and then quickly went away. No one really followed up. So you can honestly, through the app, reconnect with folks that you met.
If everyone opts in for the next dinner, you know, Still an opportunity to play a stronger role in just helping those new relationships grow.
[00:21:43] Elle: Yeah, I think that's such a great idea. They should totally pilot something like that and see how it sticks. So great plug for their pmms do some more customer research around how to make that experience even better. Okay, so then lastly, how would you take this to the next level?
[00:21:59] Sharon: You know, building [00:22:00] on what you just mentioned in terms of, you know, look into customer research, improve the experience. It honestly would just be to focus on what's happening after the dinner. So it already, is an app that converts from online to, again, in real world connection, which is super rare.
But for some users, if you know they're attending multiple dinners, maybe they'll have that connection, but But others might just attend once or twice and still walk away seeking that deeper connection. So there's definitely an opportunity, like where in the journey does that connection start to fade and why? So, you while I focused on the post dinner experience as an area to improve. it may actually begin earlier. It's right at the start when someone takes that personality quiz or books a reservation or get matched with the group. So you know, it's about looking holistically at the full customer journey to see like where [00:23:00] are those experiences that could just be more cohesive and lasting. And if it is a pattern, dig into it. You know, like partner with the product team, run some user research, you know, from a UX and go to market lens, you know, and with that said, this is obviously an outside in perspective.
I would never assume to know all of the work that is already happening behind
[00:23:22] Elle: course.
[00:23:23] Sharon: and also I'm a huge advocate, so as a customer and advocate as we talk about it, you know, I'm gonna keep watching and see what's next. I.
[00:23:31] Elle: Of course, yes. I could totally see the need for more like frequent face-to-face interactions, by the way, just to make connections truly stick. But in any case, I totally respect their mission and the clean, simplistic approach to their messaging. Um, first of all, shout out to any time left pmms who may be out there listening and second.
Maybe they should reach out to Sharon to see if they can get some guidance or coaching. [00:24:00] You've got some really strong ideas here, at least to like. To drill down and see what else could be there. So, great job with your messaging time left pmms. We're very intrigued and we love the product. Okay, so Sharon, one thing I try to make space for in this show is a moment of gratitude because in product marketing, none of us get here alone.
We learn so much from each other and we build on each other's work and we're all better for it. So before we wrap up, I want to have a genuine, or say a genuine thank you to you for taking so much of your time to coming on here and sharing your insights, basically giving me a free coaching session.
So thank you. And then I'd love to turn around to you who are one or two pmms who've really made an impact on your career. It's a perfect moment to give them a little shout out.
[00:24:51] Sharon: You know, first of all, I love this. You know, we need to celebrate people more. You know, and al the fact that you're making a point to include this on your show says volumes about [00:25:00] you.
So with that said, I would say a cheers to a former manager, Andrea. And you know what I loved about her is that it wasn't just about your job performance, it was also like, where do you.
wanna go in your career? that's just so important. And another person I would think about would be a cheers to Martha. She is a super supportive peer who has been a great sounding board.
[00:25:23] Elle: I love that. Such a good reminder of how we learn from each other and great managers, by the way. Totally agree. Having someone who not only wants to give you feedback on your performance on the here and now, but wants to help guide you and. help you get to where you want to go and what you want to be doing.
It's really special to have a leader like that. Okay, so my last question for you, I promise this is the last one. Where else can we access your expertise? Is it best to just um, find you on LinkedIn?
[00:25:53] Sharon: Absolutely find me on LinkedIn?
and then, you know, if you are in transition looking to upskill or just need someone [00:26:00] to chat with, you know, I offer career coaching to support that next step. And you can book a session with me at topate.io/your career wings. Uh, I think we all need someone in our corner and if you are listening to the podcast, there might be a special discount for you as a first time client.
[00:26:19] Elle: What? Amazing. So beautiful. Thank you so much, Sharon. I will absolutely be adding that special discount code to the show notes, so if anyone is interested please check that out. I have had various mentors and coaches over my life, and I cannot say enough how mud itch it has. Changed my life, my career for the better.
So highly recommend it. Again, thank you so much, Sharon. This has been lovely. And thank you PMM listeners for coming on this adventure with us today. I hope this episode leaves you with inspiration to take the next step in your own journey
