and what's not. And as comfortable mexico whatsapp number as it may be, you know, let's be clear and upfront if we're not hitting our numbers. And to be honest, I think we can learn a lot from chief revenue officers or chief sales officers here about accountability. Does that make sense?
CAROLINE: Yeah. I mean, there's nothing worse than not, you know, forecast of forecast, right? Sometimes you're not going to hit them. If you can't learn from it and if you can't like readapt your plan and like, as you said, right, be accountable. If you try to like hide it, you're not going to do better on next quarter for sure.
ALEX: Exactly. Right? And we sometimes, I don't want to generalize here, but sometimes like we hide it. Sometimes we change definitions for us, right? So I will start with ownership and accountability and then I will say alignment, right? We talked about alignment a little bit, but more than any other role, with the exception of maybe the CEO or the COO, the CMO needs to continuously pursue alignment, right? Within the broader company. And alignment, to achieve both short-term goals, like how do I hit my revenue this quarter? But also longterm goals, right? How would my strategy be 12 or 18 months down the line.
Because my life is not going to end this quarter, right? I need to be thinking about the organization, about the products to the market, about how the market evolves in a longer term horizon. And the last and fourth element about what the CMO needs to do to build trust is around data orientation. And this is something I'm very passionate myself. I don't want to say that the CMOs are falling behind here, but especially in B2B, we're not leading data conversations either, right? And now more than ever, if you want to win the trust of your board or of your executive team, you have to go and bring data to the table, right? You can't go with a gut feeling or a creative, you need to be supported. You need to be led by data. Does that make sense?