Yega Kumarappan explores how sales enablement has evolved from simple content distribution into an AI-driven discipline focused on helping sellers close deals. He explains how Paperflite has grown into an agentic platform that supports sales teams across the entire deal lifecycle, spanning prospect intelligence, content intelligence, conversation intelligence, deal intelligence, and AI-powered coaching. These capabilities help sellers access the right information at the right time, track buyer engagement, and predict deal outcomes with greater confidence.
The conversation also highlights a broader shift in the market: ownership of sales enablement is moving from marketing to sales as AI makes its impact on revenue more measurable. Yega emphasizes that while content creation has become easier, distribution and ROI measurement are now the biggest challenges.
Finally, he reflects on the growing importance of “knowledge sovereignty”—the need for organisations to capture and leverage their unique expertise—arguing that this will be critical for standing out in a world of increasingly generic AI tools.
- Marketing B2B Technology on Apple Podcasts
- Marketing B2B Technology on Spotify
- Marketing B2B Technology on napierb2b.com
About Paperflite
Paperflite is a content experience and intelligence platform designed to help businesses maximise the impact of their content and drive stronger audience engagement. It enables teams to easily discover the most relevant content across the organisation, share it seamlessly across multiple channels, and track how audiences interact with it.
With a strong focus on user experience, Paperflite delivers a visually engaging way for prospects, customers, and partners to consume content. Its built-in analytics engine provides deep insights into buyer behaviour, helping teams understand what resonates and take the right actions to improve conversations and conversions.
About Yega Kumarappan
Yega Kumarappan is the co-founder and Chief Product Officer of Paperflite. Former Head of Technology Prototyping at Cognizant, Yega spent over a decade building and prototyping innovative solutions for global enterprises before founding Paperflite in 2016. Known for his futurist perspective, Yega focuses on shaping how modern sales and marketing teams use content, data, and AI to drive better customer engagement and outcomes.
Time Stamps
00:00 – Introduction to Yega Kumarappan and His Career Journey
02:42 – Why Paper Flight Exists
11:23 – Who Buys Enablement
13:14 – Distribution and ROI
16:04 – Inbound Marketing Strategy
19:15 – Knowledge Sovereignty in AI
22:30 – Marketing Advice and Mindset
27:23 – Where to Learn More
Quotes
“Sales enablement has moved from distributing content to actively helping sellers close deals.” Yega Kumarappan, Co-founder & Chief Product Officer, Paperflite
“The real value is delivering the right knowledge at the exact moment it’s needed.” Yega Kumarappan, Co-founder & Chief Product Officer, Paperflite
“Creating great content is no longer the hardest problem—distribution is.” Yega Kumarappan, Co-founder & Chief Product Officer, Paperflite
“Whoever masters distribution wins.” Yega Kumarappan, Co-founder & Chief Product Officer, Paperflite
“It’s not just about content anymore—it’s about proving its impact on revenue.” Yega Kumarappan, Co-founder & Chief Product Officer, Paperflite
Follow Yega:
Yega Kumarappan on LinkedIn: https://www.linkedin.com/in/yegakumarappan/
Paperflite website: https://www.paperflite.com/
Paperflite on LinkedIn: https://www.linkedin.com/company/paperflite
Follow Mike:
Mike Maynard on LinkedIn: https://www.linkedin.com/in/mikemaynard/
Napier website: https://www.napierb2b.com/
Napier LinkedIn: https://www.linkedin.com/company/napier-partnership-limited/
If you enjoyed this episode, be sure to subscribe to our podcast for more discussions about the latest in Marketing B2B Tech and connect with us on social media to stay updated on upcoming episodes. We’d also appreciate it if you could leave us a review on your favourite podcast platform.
Want more? Check out Napier’s other podcast – The Marketing Automation Moment: https://podcasts.apple.com/ua/podcast/the-marketing-automation-moment-podcast/id1659211547
Transcript: Interview with Yega Kumarappan at Paperflite
Speakers: Mike Maynard, Yega Kumarappan
Mike: Mike, thanks for listening to marketing B2B Tech, the podcast from Napier, where you can find out what really works in B2B marketing. Today, welcome to marketing B2B technology, the podcast from Napier. I’m Mike Maynard, and today we’re going to be talking about sales enablement. Sales Enablement really got a lot of hype a few years ago, and I think it’s still important to make sure that sales people are effective and have the right content. So I’m joined by Yega Kumarappan, who’s the co founder of Paperflite, and he’s going to tell us all about sales enablement. Welcome to the podcast. Thank you.
Yega: Thank you so much, Mike. It’s it’s exciting to be here. Thank you so much for the introduction.
Mike: It’s great to have you on the podcast. Jaeger, I’m really interested. You know, can you tell us a little bit about your career and what were the reasons for you to actually go and found Paperflite? What were the problems that drove you to do that?
Yega: Well, Mike, I started my career as a as a developer. So I was writing code. When I started my career, switched into different, different responsibilities. I was running larger, larger organizations, larger teams. I think it’s the organization that I worked with, where, where I spent most of my time.
Was very entrepreneurial in nature, and the kind of projects, the kind of responsibilities that I had, I mean, let’s say before starting Paperflite, or before founding Paperflite, I was heading technology prototyping. Was based on New York. Was heading technology prototyping for this company called cognitive and we used to work with pretty much all the research agencies out there and and any marquee organizations, like, say, a Ford or a Lego or a Nike or Adidas of sorts.
While the research agencies would work on, you know, what’s the future? What do we see coming up in the next 20 years? 25 years for these brands? They work with the brands. And our focus was to, was to bridge this gap technologically, to see, I know you’re predicting self driving cars, but how does a tech look like within these self driving cars and and is that even feasible? Is how much of it is feasible. So we were prototyping all of that technology, proving feasibility.
So our exposure was, was more into cutting edge tech, into startups, into the marquis law, was that what the problems that larger businesses were were trying to solve, and everything that research was putting right in front of us, so all that put together was kind of the foundational layer for us to think about even, even building something.
And I know you had a question around, why this specific problem? Why Paperflite? And this is the reason is, this is something that was was really close to us, because we we faced this problem firsthand as a venture. We were building a specific product within Cognizant as well, which was funded, run as a venture.
And this was something very new around crowdsourcing. There’s so much of material that we had put together, collateral, marketing, collateral, sales, collateral, and we were trying to distribute all of this to our sales teams, our own marketing teams.
And the problem we had was was pretty much into into distribution. To start with the teams that were putting this venture together. They were building all of this together. Were design heavy, so our output in terms of material, in terms of videos and brochures and all of that were pixel perfect, really good, and we were trying to distribute all of this material.
And all that we had in the market was shared folders and shared file systems. And there were a few products in the market, but they definitely did not do justice to how content is supposed to be distributed, or even proving the value of the content.
That was the first problem. And the second problem was we didn’t know what was the ROI of all of this content that we are building. I mean, there’s so much of money that was being put into building all of these videos and and case studies and all of that, and and when, when the question came as to what, what is the ROI of all the material that you put together, there was a big question that that we did not have an answer, like a direct answer for and these products did not solve that for us.
So two parts. One is the the exposure, the the foundational confidence that made sure that you know you could possibly build something. And when you when you drill deeper into what do you really want to build, we picked up on a problem that was really close to us. There was something that we’d faced in the market. We knew what existed, what did not exist. So that’s that’s why Paperflite.
Mike: That’s really interesting, because you’ve talked a lot about content distribution, rather than necessarily purely sales enablement, and I think that’s maybe why sales enablement had this big boom, and then, you know, kind of fell a little bit out of fashion, was it didn’t really solve the whole problem is, is that what you saw as being the issue?
Yega: Amazing, beautiful question. Actually, the way you drafted. Uh, yes, we did. We did start with with content distribution, because content was considered the, the largest lever for for sales enablement.
Yes, we built the whole platform. We wanted to model this based on some of these heavy content platforms like Netflix or the the prime of sorts, where there’s huge content, and the platform makes sure that whatever you’re looking for is right there out in front of your eyes.
That’s exactly how we started. But today, how Paperflite has evolved is into a suite of agentic products that help modern sellers pretty much close deals.
So so we we work alongside the sales step through the life cycle of a deal, right from when a prospect enters until the deal is closed.
So our agents, if I were to put it in a certain structure, we start with prospect intelligence, which is when a prospect comes in. How much do we know about the prospect, the organization, the the individual background, the problems that they face, what have they worked what what is their social presence at all of that put together? What are their priorities? All of that goes into the prospect intelligence, the buying power, the size of the organization.
Everything is something that the the prospect agent takes care of. And then we get into the content intelligence, which is, which is, where the entire knowledge of the organization that you represent as a sales rep, the sites on.
So that’s very foundational for us at this point, because that’s, that’s, again, another problem that we started with. So we were very strong in that area of bringing together disparate sources of content, information, knowledge from, you know, from actual conversations, from material that was was prepared, all of that together, and making sure it is, it’s available, it’s accessible in a very structured manner.
So that that’s your content intelligence part of it, that’s what the content agent does. And then we have the conversation intelligence, or the conversation agent, which kind of works through the cycle with the sales reps, right from your initial discovery call to the to the follow up conversations, helping you figure out, how do I handle an objection, how do I negotiate? How do I handle this pricing conversation?
So there’s all of this conversation intelligence around, how do I nudge this deal forward? How do I move forward? And then we have the deal intelligence, because we kind of work alongside the sales up through the throughout the life cycle, we keep track of everything from how the first conversation was, what kind of email communication happened. What kind of content was shared? How was the content engaged with?
What areas do you think the buyer is interested in? What is the buyer behavior in general? How many stakeholders do you have? Is this the right amount of number of stakeholders that you have for a deal of this size, a deal in this industry, in this region, what’s the deal behavior generally.
So we have all of this. There’s metadata and telemetry available that we’re able to predict what is the confidence level that this deal will actually go through, and how has that number either moved up or moved down because of certain activities.
Like, for example, you may have shared a bunch of collateral with your buyer, and the buyer is not has not opened it has not engaged with that content at all. Usually what happens is the sales step over. A follow up conversation would ask, Hey, I sent you all of this material. Did you get a chance to look at it?
That’s the first question. It’s very natural. But in that case, we get to know, what did they really look at? What are they really interested in? Product A, Product B? Is it the pricing? Is it the legal, contractual term? Is it the security part of it? What are they interested in?
So it gives you so much insight that I’m able to tell you, hey, you know what? This deal is not heading in the right direction. You might want to schedule a meeting immediately, and you might want to reach out to other stakeholders who might be required to get this deal through. You know, that’s the deal intelligence part of it. That’s a deal agent that takes care of the entire workflow until the salesf closest the deal.
Now, one piece that we felt, other than orchestrating this whole sequence, one piece that could that’s very critical in this whole sequence is also, how do we prepare the rep?
We’re talking about, tracking the data itself, working alongside the rep. But am I helping the rep? Am I making him a better person? Him or her a better person? How am I coaching this person?
And that’s where AI kicked in, compared to traditional coaching that always existed, which was, you know, consider rep onboarding at this point in time. Is, is a sequence of slide stack and material and material and a bunch of questions that you answer to certify yourself, saying, you know, I’m ready, I can get on the call, quite possibly one or two role plays with your managers to really figure out if you’re ready or not. And that’s it, and that’s it.
And and then we also discount this whole knowledge decay factor, because onboarding happens once, and how much do you train them over and over and over again.
Now this is how the current sales training products work. And when we put AI into this coaching, and when I apply the foundational information that we have about how the deal is actually progressing, I’m able to coach the rep on specific topic, on specific products.
Or, I mean, it could be product knowledge, could be industry knowledge could be the sales skill in itself, the framework, or how do you negotiate? Or it could be just, just something like pricing negotiation, or, how do you handy this competitor that was brought up in the conversation?
So you will have to sharpen your skills on, on a specific aspect of this competition, so that information at that right moment during the course of the deal makes a world of a difference in how the deal gets to gets to be closed, successful.
Also, what you’re noticing is there is this very interesting concept of this learning overhang, which is a rep can never be completely fully prepared. There’s only so much that you can store within you, so there’s always a lot of knowledge which is overhanging that you don’t have.
It’s not on the top of your mind, but if it’s available exactly at the right moment, it could, it could completely change the game, which is exactly where the our AI coaching platform kicks in, connecting all of these pieces together.
So it’s a bunch of agentic products that live with the sales that through the lifecycle, making sure you’re coached, making sure the deal is tracked, you kind of make sure you have the guardrails nudging the deal to in the right direction, making sure it gets it gets closed. That’s what we do right now.
Mike: That’s a very comprehensive range of features. It’s interesting. I mean, in the early days of sales enablement, we saw a lot of marketing teams buying sales enablement products, and it was basically a way to throw content at the sales team. So we’ve generated this, this presentation. We want the sales team to use it. Let’s have a tool that forces them to use it, or makes it easier for them to use it, presumably.
Now with, you know, the evolution of the tools and the complexity and features of Paperflite, you’re actually seeing, you know, more of a sales team purchase for this. Are you and people? Sales people are buying it because it helps them, rather than marketing people buying it to kind of force sales people to do what they want.
Yega: Good question. Again, it depends on the structure of the of the buyer organization. What we’re seeing is there are some mature organizations where sales enablement, in itself, is a function, and you have budgets, and you have you orchestrate a certain set of tools and processes, and all of that.
In those cases, the sales enablement function becomes a direct buyer for us. In organizations where this function does not exist, it kind of becomes a shared responsibility, but it leans more towards a marketing organization, because you control the source of it, which is the knowledge, the content, and then the ability to orchestrate.
But what we’re seeing now it is shifting more towards the sales organization, because we see this tilt from from marketing into more sales with AI kicking in, because you see, you see a direct impact of sales enablement on the revenue, on on how deals are actually being closed, in how efficiencies are brought in.
So we see more of sales organizations looking at this entire platform, because it’s a bunch of agents that and work with their teams, and it helps them meet their targets much, way better than how it has always been.
Mike: And that’s always a big motivator for sales people, isn’t it, meeting their targets? I’m interested. We’ve talked about getting customers or prospects to engage with content. There’s been a lot of research showing that customers are spending less time actually talking to sales and more time doing their own research.
Is this where you see a tool like Paperflite really helping, because you’re helping the sales people provide the content that’s going to push prospects to become customers.
Yega: Absolutely, like I said, it also goes back to the learning overhang, which is there’s a lot of there’s a lot of knowledge that you might not be able to store you, and it becomes very difficult for you to pick the right information at the right time. It’s always hard.
And if there is, if there’s an agent which is helping you serve with the right information, exactly when you’re on a call, like if I’m on a conversation with you, and if you ask a question and I don’t have the answer for it, and if I have the answer, pop the answer pop up right there, it helps us absolutely yes. I mean,
Mike: you’re solving a lot of problems as well with this product, and I’m interested you know, in terms of B2B organizations, where do they struggle in this whole process of creating and distributing content? Is it around the creation, the distribution, getting in front of the prospects, or is it measuring the impact and knowing what’s worked? What’s the biggest challenge?
Yega: I think it started with creating great content. I would say the problem, at least before AI kicked in, the largest problem we had was creating great content. I mean, the content has to be really good. It could be video, could be anything.
But then, with so much of content creation happening with with all the with all the AI platform, creating great content is not it’s not a challenge as much. I mean, it’s it’s still become a struggle to stand out, because everybody’s it’s a level playing field. I mean, everybody’s creating great content at this point in time.
I think it’s all about it’s all about distribution. Today. Right? Because it is somebody who holds the distribution controls everything, because variation has become really easy, or at least Tech has made it very easy, but distribution is the challenge, and whoever masters distribution wins it.
But I would still not I know you talked about, is it creating great content? Is it distribution, or is it the the impact on revenue? I would still not discount the revenue impact part of it, because that’s the end goal. I mean, that’s the that’s everything measuring its impact on revenue has always been the struggle.
So so products and platforms that help you figure out what’s the ROI of content wins. I mean, that’s the that’s, that’s the most critical problem that you can get solved. I think that’s, that’s the largest challenge, that’s a larger problem.
But other than that, between creating great content and and distributing content, I think, I think distribution wins.
Mike: I mean, that’s really interesting. And I think clearly shows how marketing themselves have changed over the recent years. I just want to take a slightly different hat Jaeger, and talk a little bit about how you’re growing Paperflite. And we’re always interested to know, when we have people on the podcast, how they approach marketing.
So at a high level, what’s your marketing strategy for Paperflite?
Yega: We are a you’re 100% inbound organization, which also means that for us, the customer experience, customer reference, is a huge growth engine for us at Paperflite.
So we we promote our customers. We make them the celebrity that’s it’s very important. It’s the experience that they go through and and how do we and how do they see value within their organization? How do we distribute that message to the rest of the world? Is very critically for us.
I mean, there is whole runway series that we that we started, like three years ago, where we would, we would shoot some of our customers in their in their home ground, like walking into their office, like while they are, while they’re working on the application, talking to the teams, and pretty much make a, make a five minute video out of it.
Make them, make them the celebrity, like this is, I’m talking professional DOPS and videographers and lighting and all of that stuff. And make sure they it comes out like they are the celebrity of the of that whole episode.
And that’s actually worked really well for us. It gives it goes back to distribution, goes back to great content, and it goes back to putting the customer at the center. So for us, the largest growth engine is our customers. Is the experience is, is a value that you see in our product.
Mike: And the interesting thing, I mean, you talk about it all being about customers, but you’re very much an international business. You know, you’re selling to large global enterprises. I mean, did you have to design that kind of, you know, capability for international expansion from day one, or, you know, was that something that just grew as you acquired bigger customers.
Yega: We’ve always built Paperflite for the for the International user base. We were, you were very clear that you’re not a cheaper alternative. I mean, it comes with its own good and bad, because it does put a lot of pressure on us to lead, to lead the way.
I mean, it’s not we cannot, we cannot follow competition. That’s an option. In that case, it does put a put a little bit of pressure on us. But we enjoyed that because that even when we started this whole Netflix style of content, was something was that was introduced to the to the industry, for the first time, nobody’s seen something like that, if all of our users were exposed to only folder structures, and we’ve enjoyed that journey.
We’ve built a narrative that that way. We’ve been very clear from day one that, you know, Paperflite is not a cheaper alternative. It is. We will lead the way. We will solve the problem and not follow competition.
So so it’s never been about the feature parity or the feature list versus the actual problem we solve and the value we bring to our customers.
Mike: I mean, that’s, that’s really interesting. And, you know, I think kind of thinking big from the start has definitely helped you in terms of that growth pivoting on to sort of a more general question. I’m interested, is there something that is happening within B2B marketing, you know, some kind of shift that’s not appreciated, that CMOS, you know, should be paying more attention to.
Yega: I think all of us agree that there’s a lot of attention on AI and adoption of AI with products that are, that are that are springing up every second.
But I think CMOs and CROs should, should actually be conscious about, about the sovereignty of their knowledge. I’ll tell you what I mean by that, which is AI is, is a generalist. What’s important at this point in time is It’s about figuring out the ability to capture the tacit knowledge that they have as an organization, because that’s what that’s what makes them stand out.
That’s what defines them, the ability to capture that tacit knowledge into into a set of sort of set of weight, put it in the model that that you can control.
What I mean is the the products should be, or the solutions that you pick should be more inclusive of the context, so that they can deliver value.
But if you were to pick a plugin product, because I found an AI solution, which is actually building a landing page for me, it is helping me draft an email. It is it’s preparing a PowerPoint slide stack for me.
If you ever pick those products, it might not solve the actual problem, which is also why organizations are finding very difficult to to to identify value from these products, because, because it’s a it’s a plug in product versus we need to be conscious about what’s our process and we’re in.
What have we built? And how are we building on top of that, tacit knowledge? And how are we connecting all these pieces together? Do they all come, come out together, conveying one message, one flow, is very important.
I think that’s that’s an area that we don’t focus a lot because there’s so much of distraction on the other side, so many shiny objects, shiny products out there.
Mike: that’s fascinating. Because, I mean, we’ve seen it in, you know, PR, for example, where two different companies have submitted basically the same article to a publication, obviously, because they’ve both put roughly the same prompt into chat GPT and got roughly the same content out.
And I think you’re right. I mean, getting that average, that what everybody else is getting is not really going to differentiate anyone going forward, but, but you know, what you’re saying is getting our organization’s knowledge that what makes you unique and special today, and that’s what can make AI deliver better results tomorrow. Is that a good summary?
Yega: Yes, absolutely, yes.
I just want to say also that there’s a lot of stuff that’s changing, which is, you know, I think from even for cmo and CRO standpoint, the there’s a mindset change that needs to happen. There are workflows that need to change. There is there’s work, work structure, roles, everything is changing.
So we and there has to be a lot more focus on newer frameworks of work, which will combine or stitch all of these pieces together, all these different products that you’re talking about, make sure it works for you, and it not that you just use this, use the pointed solution, one at a time of sorts.
Mike: Yeah, I think that’s a great point. Yeagers has been really interesting before he goes a couple of questions. We’d like to ask everybody around advice.
So I know that you’re not a specialist marketer, but I’m always interested. You know what’s the best piece of marketing advice that someone has given to you?
Yega: Always tell yourself that you’re selling the best product or the solution that’s out there.
I do feel this also. I feel marketing and what you market need not have a bearing. Marketing as a science, as an engineering, as an aspect is very different from what you’re marketing.
Of course, the longer term success is dependent on both these functions delivering their best. Of course, marketing function has to do really well, and the product that you’re marketing has to also be the best. That’s that’s the most ideal situation.
But as a marketer, if I was, if I was a marketer, that was my my job. If that was, that was my proficiency, I will have to understand what I’m selling, but I have to tell myself that I’m selling the best product out there for this, for this target market that I’m taking this out to.
So that kind of gives me the confidence to go all out and and positioning is everything. And it’s a, it’s kind of a spiral, because you position, I mean, you might have a mediocre product. You position that really well. You get amazing customers. The product evolves, and then, and then your positioning evolves, and then your product evolves, and the positioning evolves.
So that’s kind of it kind of has a flywheel effect. But if I, if I tell my if I really go back and figure out, oh, this is a product, you know, these are areas of weaknesses, it’s okay. It’s okay. It’s kind of an okay product. And that’s what I tell myself.
My marketing effort in itself is not going to be the isn’t going to be out of the world, it’s not going to be larger than life. I will be constraining myself. So I have to tell myself that this is what I’m selling, but eventually it’ll fall in place.
Mike: I love that. I think that’s it’s slightly different from what a lot of marketers would say, but that makes it really but that makes it really interesting.
The other question I’d like to ask you, we’ve talked a lot about how things are changing so rapidly, and how technology, particularly AI, is impacting marketing.
So if you were talking to someone who maybe just graduated, was starting their career in marketing, what advice would you give them?
Yega: Right? You said that a lot of things are changing. One one larger change that I’m seeing Mike is the kind of kind of people that view that we’re following at this point.
Let’s take the Demis Hassabis, who heads Deep Mind, or the Dario who heads Claude or yuel, or. Sure you know all of them. What we see, even Elon, for that matter, what we see is they are, they are neuroscientists, they are, they are, they are physicists. They’re really deep domain experts. They’re all PhDs.
And these are names that we are actually looking up to for how they want to how we’re going to shape the rest of the future. It’s not, I think there’s not as much focus on on the businessmen or the or the technologists or the college draw calls or the there’s not as much focus as much as we have on these PhDs, because they’re pretty much defining what’s what’s happening.
What this means at a deeper level is there’s a lot of emphasis that that we’re giving to understanding humanity and human behavior in itself.
So I would think it’s not just the technology. It’s not it’s not just the products and the solutions and all of that. When you start off, you know, in marketing as a career, marketing always has relied on human psychology to a larger part, it is only a lot more than what it used to be right now.
So be aware of the fact that there is a shift from from technologies and products. It’s not about the tech stack anymore. It’s about it’s about your approach. It’s about your taste. It’s about your vision. It’s about what do you what? What is your your skill, your specialty as an individual, that actually makes a huge difference.
So I think it’s very important to take that time to recognize your, your strength, your speciality, and build on it.
And it’s not just the tech. The roles in itself are blurring. I mean, even from a marketing standpoint, you you would have you would have somebody writing copy, you will have somebody doing design, you will have somebody doing the growth, marketing part of it, someone manages all the channels, partnerships, and this, this is how it goes.
But what you see, all these roles are actually blurring, and the most part of it can be run with AI agents, versus what, what will define, or what will have you stand out is is your individuality.
So take that time to recognize what your strength is, what your taste and and how do you want to approach taking a product to the market and then use these tools to enable you? That’s what I said.
Mike: I love it. That’s amazing advice. And really, I think, positive for people coming into the industry, this has been fascinating. We’ve covered a lot. I’m sure there’ll be a lot of people listening who want to look into Paperflite a bit more, find out a bit more about the product.
So what’s the best way for them to find out more and maybe get some questions answered?
Yega: Absolutely, Paperflite.com is definitely one place, and I’m super active on LinkedIn. So anybody, anytime, any messages I do respond to messages on LinkedIn.
Mike: That’s awesome. Jaeger, it’s been fascinating. It’s been a great interview. Thank you so much for being a guest on B2B marketing technology.
Yega: Thank you, Mike. It was, it was a pleasure. Thank you.
Mike: Thanks so much for listening to marketing, B2B, tech, we hope you enjoyed the episode, and if you did, please make sure you subscribe on iTunes or on your favorite podcast application.
If you’d like to know more, please visit our website, at Napier, B2B.com or contact me directly on LinkedIn.
