Thomas Lewis, an experienced semiconductor marketing leader explores the challenges of building integrated marketing campaigns in technical industries and shares his advice on building strong working relationships with engineers.

Thomas also explores the industry’s current focus on sustainability and the potential pitfalls of greenwashing, what B2B and B2C marketers can learn from each other, and offers his insights on the changing role of CMOs.

About Thomas Lewis

Thomas Lewis is a seasoned marketing leader with over 28 years working in the semiconductor industry. He has a unique background which has afforded him first-hand experience in sales, business unit leadership, and marketing. Thomas believes in the power of data-directed marketing with a proven track record to support his “ALL IN” approach to creating, developing, and sustaining highly successful campaigns and teams.

His background includes impactful roles at Texas Instruments and Analog Devices and career opportunities such as launching a global pricing process, living abroad as an expatriate, leading engineering teams and directing multi-channel marketing campaigns.

 

Time Stamps

[00:45:2] – Thomas discusses his career in the semiconductor industry and why he chose that specialism.

[02:50:3] – How can not being an engineer actually be a benefit in technical roles?

[04:41:0] – Advice for building better integrated campaigns.

[09:22:8] – How can data break down silos between different teams?

[15:02:3] – Does B2B marketing lag behind B2C? How can we fix this?

[18:56:9] – The dangers of greenwashing.

[22:43.3] – The changing role of the CMO

[27:13.6] – Thomas shares some marketing advice.

[31:35.6] – Andrus’s contact details.

Quotes

“Keep an open mind, ask more questions than you make statements. That’s great advice for dealing with engineers.” Mike Maynard, Managing Director at Napier

“Data can really be used to drive our marketing decisions. It’s not just gut feel of what could work. You can do something, you can measure it and you can adapt to the situation.” Thomas Lewis, Semiconductor Marketing Leader

“So, I do believe that adjectives have become the enemy of a really good marketer in the B2B space. To get precise in what you’re talking about has become incredibly important.” Thomas Lewis, Semiconductor Marketing Leader

Follow Thomas:

Thomas Lewis on LinkedIn: https://www.linkedin.com/in/thomas-lewis-nhpoe/

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 Thomas Lewis – Semiconductor Marketing Leader

Speakers: Mike Maynard, Thomas Lewis

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 I’m joined by Thomas Lewis. Thomas is a semiconductor marketing professional, who’s been in the industry for about 28 years. Welcome to the podcast. Thomas.

Thomas: Thank you for having me, Mike.

Mike: It’s great to have you on. So what we’d like to do on the podcast is to let you really describe your background, give us a bio of what you’ve done. So do you want to tell me a little bit about your career? Sure.

Thomas: Every time someone introduces me or mentions 28 plus years, I always smile because it really truly has gone by in a blink. It’s been a really wonderful experience, filled with so many different roles and nuances. I spent 26 years at Texas Instruments, and had the luxury of enjoying different roles that cover all four P’s of marketing. And then the last few years I spent with analog devices and an integrated marketing role.

Mike: So you obviously like the semiconductor industry? I mean, what is it about semiconductors that you know, has made you stick there for your career?

Thomas: That’s a really good question. The first thing I would say is coming out of school, I researched what different industries I wanted to potentially look at. Different than a lot of my colleagues, I didn’t look at roles. I looked at companies and industries. I was very fortunate, I picked a hot one, I got lucky. And during that time, what I’ve come to appreciate about the industry. It’s a little cliche, Mike, but I’ve learned to love working with engineers. There’s a very famous cartoon strip that most people know Dilbert. And it depicts that tension between engineers, and sales, and marketing. Typically, marketing is poked fun at a lot in this industry. For good reason. Engineers love data. And I’ve always had a love for data myself. So I guess in one sentence, what I love about the industry so much is how data centric, it actually is. And that just appeals to who I am as a person. And I just have always really enjoyed working with engineers.

Mike: And that’s interesting, because you’re not actually an engineer yourself. Are you, Thomas?

Thomas: I am not. No.

Mike: Yeah, I find that amazing. We talked to a lot of people on the podcast, who are marketing professionals in engineering industries. And it does seem to be that not being an engineer can sometimes be an advantage. I mean, do you find that? Or do you find this real challenge understanding the technology,

Thomas: In certain ways, it can be an advantage, and in certain ways, it could be a disadvantage, and it really depends on the role. And honestly hope and you are helping your own mind is, so in my experience, being different, has been a benefit. It has really helped me to come into a room, one of the jokes on a team I worked at at TI was, well, if Thomas understands it, and can repeat it back, we know we’ve explained it well. Just to say that they had to really boil it down to something very simple for me without a W degree to get. And it really allowed us I believe, to make really good marketing collateral, because we we never assumed anything because I was in the room, it was always make sure we really explained the values, the benefits translated into into equipment benefits. And that’s always been a good thing for us to your the second part of your question. It can be unless you ask a lot of questions. So I’ve also learned that you don’t want to get into a data fight with an engineer, you’re likely going to lose. Instead, go in slow, patient, ask a lot of questions, take breaks and say, Hey, let me get back to you. I understand you want to see the data of the return on this potential marketing investment? I need some time. So yes, as long as you keep an open mind and ask more questions than you make statements, you’re probably going to be alright. If I keep an open mind, ask more questions, then he makes statements.

Mike: So that’s great advice, I think for dealing with engineers. Moving towards your roles, I mean, your most recent role at analog was running integrated marketing. I’m really interested because a lot of companies struggle to integrate campaigns. Why do you think that is? Why do you think it’s so difficult to build these integrated campaigns?

Thomas: I think there’s probably about 20 different ways I can answer your question. There are a lot of challenges. I think first and foremost. How you organize I have come to appreciate is very important. Trying to have the owner of the budget and the owner of deciding what you do. Be together, I think that’s really important. And with that said, you have to take your time and be very patient to get everyone on the same starting block on. Okay, we’re going to do this campaign, what will success look like defining and getting everyone to agree that the purpose of doing this campaign is x, number of contacts, y number of impressions, z amount of backlog, whatever those things are that you want as a company, and being really patient and establishing alignment on that before you start running. And on top of all of that, I think, again, back to how you organize, do you have this integrated marketing function outside of the business units? Or does each business unit who typically owes the profit and loss do they have this role. And that’s a really critical decision. There’s pros and cons to each. If you don’t have the two aligned, though, the issue quickly becomes, while you’re asking me to pay for something that I don’t fully control, right, that’s the rub at the end of the day. And so when you find yourself in that situation, it’s really difficult, because everyone’s kind of jockeying for the relatively low percentage of budget and low percentage of chances of being selected for one of these major corporate campaigns. So taking the time to get everyone as close to as aligned as you can, I think is the key up front says

Mike: Interesting. So it sounds like what you’re saying is, it’s much more a matter of culture than it is of structure and process.

Thomas: Yes, I mean, the process, I don’t want to brush over that when you said the word process, you’ve got my attention, because that is really important. These integrated campaigns, as you know, could be incredibly complex. If you’re really using all the different channels at your disposal, the timing of when you do this, compared to that and having, having that customer journey thought out before you start have it all, while the corticospinal is integrated, having an all managed well, that the processes are incredibly important. As soon as you said that, I’d have to say it’s 60%, the former and 40% process, because if you don’t have a good process, then it falls apart as well.

Mike: Great point, I love that. I mean, when you’re building integrated campaigns as well, you tend to generate a lot more data than single channel campaigns. So do you have an approach to, you know, really building an understanding the data that you can then use to either optimize or analyze those campaigns.

Thomas: I think the really successful companies that running integrated marketing campaigns, or really even more simplistic product launches, is access to that data. And it’s been surprising to me in my career. So I finished up at Notre Dame just to back up a little bit, I finished with my MBA at Notre Dame concentration and database marketing. And when I came into TI, I fully expected a row. I mean, it’s an engineering company, right? I just expected there to be data at my fingertips and dashboards and things that do exist today, but didn’t exist that and seeing that develop over time and get more and more robust and seeing companies invest in that. I like to say to any body I’m talking to my fields, are not saying question, what data do you have? What things do you learn, these are linked my friends and colleagues in different industries, and maybe same industry different company, because I really liked to see how the data capture and analysis is evolving over time, and to make sure that I’m not losing touch on some new way of looking at things? And to answer your question, I do believe it always comes back to did you define upfront what success looks like and create your, your dashboard, whatever you want to call it upfront and say this is the data we’re going to track. This is the source. We know we believe in the source. We’ve done our homework, we’re sure that this data is accurate. And it is measuring what we want. So I hope I answered your question. Their data gets me excited to ramble sometimes.

Mike: I think you did I love the discussion about making data available. I mean, do you think the emergence of having a lot more data actually is one of the ways that marketers can break down silos between different channels and maybe even between marketing and sales?

Thomas: Those listening can’t see how hard I was shaking my head, Mike, but it’s honestly the number one way to connect the three teams that can get siloed engineering, sales and marketing. And it’s been interesting to me to see sometimes how people will fight really hard to not share their data. and it goes both ways. I’ve seen salespeople be like no way you’re not getting access to, you know, who my top customers might be, or where my pipeline might already sit. And you’ll also see the marketers be like, No, I’m not gonna let you see how many new contacts we got at this trade show. It’s an interesting and I, for life of me, I don’t understand where it really comes from, we’re all wearing the same badge of the company we’re working for. But there’s this natural inclination to be siloed, to protect your own data. And when they merge, that’s when magic happens. Because it allows you to follow the customer journey from the beginning to the end, they didn’t even know we existed as a company. And now they’re buying product, what was their journey? And can we replicate that over and over and over again. And the only way that’s possible, is if everyone’s open to sharing all of their data to one another. And to your point, it results in putting the all those people in a room and giving them something to really focus and talk about, like, look at that. That’s interesting. That’s

Mike: 

fascinating. And you talked about, you know, being able to see that entire customer journey. I think one of the things a lot of marketers in B2B struggle with is, you know, balancing the need to generate leads, short term new business, versus building a strong brand. And particularly when data comes in, it’s much easier to measure the bottom of the funnel activities, and it is in terms of the brand building. So how do you balance those two things when you’re running campaigns?

Thomas: One of the things that is really starting to, I believe, take off and be looked at to this brand question, and it is a really good one is measuring your net promoter score your NPS. And there’s a colleague of mine, that analog, I’ll give him a free shout out Peter busy, he’s, he’s a leader in his field. And he really opened my eyes to the ability to actually measure, I guess I sought to put it in air quotes to measure your brand effectiveness in the way that you are actually going about it right is this the simplest question is, would you promote our solutions to a colleague at a different company? Now who work at Company A, would you tell some a company B, you should really go work with analog, they’re great. That’s the best kind of marketing there is. Right? That’s a genuine customer to customer promotion. And it’s a it’s incredibly valuable. So it’s starting to change, we’re starting to as at least inside of semiconductor, I believe some industries have been doing this for a while. And so semiconductor is a little bit late to this game. But starting to capture that is as good a proxy, I believe, as we can grab on, what is our our brand equity, what is our brand ROI? So it’s starting to change? But it’s still a good question. And it’s always a balance, you have to have an easy brand. It’s identifiable at a corporate level, you need to say Texas Instruments and whatever 10 words come to mind. And at the same point, you’ve got to sell widget. 12378, you know, so it is this constant balance and fight. Because if you don’t have one, you really can’t do the other they it’s a handshake.

Mike: Yeah, I think yes. Is a an interesting scoring. One of the big problems is is MPs varies quite widely from industry to industry. So how did you deal with, you know, setting a target for MPs? Or did you look more at the trend of whether it was improving or getting worse?

Thomas: Yeah, it’s more than directionally correct. And the real nuggets, though, Mike, the real nuggets are down in the comments. They’re really deep into the survey where an engineer at your customer will open up and say, this was the moment where I decided that, you know, I’m gonna go with you, or do you really helped. And then, of course, the opposite. This is the moment I decided to walk away and go somewhere different. That’s where you really get, you know, the juicy bits, by the way, they can bring sales back to the table, because sometimes it will be comments about, you know, application support or something that sales directly controls or influences. And so that can get them back to the table as well.

Mike: I think I’ve seen right, I mean, I don’t know if you know, we actually run NPS scores twice a year and APIA with our clients. We’re currently running our, our survey at the moment, I always find it some of the most stressful times of the year because you almost take those people who wouldn’t recommend you very personally. But you know, it’s a really valuable metric. And I agree that it’s not just the number you get and the trend. It’s absolutely also the comments. Yeah. I’m interested, do you see trends in consumer that you’ve adopted or you think should be adopted in B2B? I mean, how do you feel B2B is doing his generally felt, perhaps unfairly that B2B lags? and humor in terms of innovation, there

Thomas: is that perception. And you know what, there is a little bit of truth to it, we have to step back and look at it and say there is some truth to it. I’ve seen in my experience, I don’t want to emerge as the wrong expression, because there’s certainly things you do in a B2C setting more often, or in some cases still only, whereas in B2B, you wouldn’t and vice versa. However, I do see more of emerging more of a looking across the aisle, if you will, and saying, Okay, what are they doing over there? In our industry, the company that really started this right and got everyone to really start to analyze it more deeply was Intel. You know, their, their campaign and the way they went about things and using B2C concepts to create their brand image while complementing it with that, you know, end of funnel backlog acquisition. I mean, it was revolutionary, and no one had ever thought of it. And I think that opened everyone’s eyes to not just the obvious things that we all can talk about when it comes to Intel, but the subtle techniques, and just, like I said, looking across the aisle, and I think the consumer side, did the reverse, they had the same thoughts like, Whoa, no, why can’t we use some of these tactics that the FBI is using effectively and steal them? borrow them? adopt them? So I do see a merging of techniques today? Yeah.

Mike: Do you think also, sometimes, I mean, B2B gets a bad press, because a lot of B2B marketers are talking about their lead generation, the things that drive the money. Whereas if you look at consumer, you know, we all get to see the flashy TV adverts, we don’t necessarily get to see the direct mail campaign that really sells the automobile or whatever else has been promoted.

Thomas: I think you’re hitting on what’s really behind this natural division that happened. And our reluctance to move, which is, marketers that go into B2C are typically the expression that comes to mind is the pure marketer, that the creative, the person that can come up with a great jingle or a great visual, or something like that. Whereas in B2B, it’s more of the data nerds, like myself, I’m guilty of that. So a Berlin day is starting to happen. The B2C types are like, wow, like, yeah, okay, data can really be used to drive our marketing decisions. It’s not just gut feel of what would work, you can do something, you can measure it, and you can adapt to the situation. And I think the opposite is happening in B2B, which is we’re really good at this data stop. But of course, what our website as an example, looks like visually is very important. You can just look at the semiconductor industry, evolution of the web pages over time, they used to be so data rich that it was almost like the internet was a data sheet, it was to the point of being ridiculously funny. And today, you’ve got appealing visuals, the use of whitespace, you have all these things you’ve been in B2C has always existed. So I think there was a natural tendency for the data folks to head the B2B path and the quote, unquote, create creative types that had the B2C route. And we’re now seeing, we need the diversity of both to really reach top performance.

Mike: That’s an amazing summary. Thomas, I think it’s a really good point that, you know, generally speaking, the geeks tend to gravitate towards B2B and the creatives go to B to C. One of the things that, that we’re seeing at the moment, which I think is, you know, pretty consistent across both B2B and B2C is the importance of sustainability. I mean, how do you see that impacting B2B? And and particularly, you know, do you see some of the legislation coming in and really forcing the hand of some of these B2B companies to be much more proactive about their sustainability credentials?

Thomas: This is one of the top I mean, certainly in the top 10, maybe top five topics in the industry, and I’m glad you brought it up. It’s obviously really important for our planet, everyone agrees on that. And any manufacturing industry needs to answer the question of what impact are you having on the environment. And this all speaks to at the end of the day, your your brand image no one wants to work with. So thinking about our customers, the second be in the B2B. No one wants to be working with someone that’s seen as impacting the environment negatively that’s or any other negative activity. It’s it’s kind of like in the B2C world, when maybe you have a celebrity do something naughty in his private life, and they drop him instantly, right? You just don’t want to be associated with someone who’s doing something that gets gets judged that way. So this sustainability question. I think it’s table stakes to not be seen as bad. Everyone is doing that fairly well, making sure that they’re showing at least the perception of a genuine concern for what’s going on. And some companies have really embraced this and are truly making it part of their their DNA. I think the term is greenwashing. It’s not just talking about it, it’s fundamentally changing the way you say things, it’s almost the only analogy I can think of that I’ve recently run into as well myself, is if you’re in the medical field, and you’re marketing, you have to be incredibly careful in what you say every word choice can get you in legal trouble. And I think that starting to happen in the sustainability world here, you crashing legislation coming in and saying, if you’re going to make these claims, you have to really be able to back them up. And the best companies are taking that mentality, and extending it across everything. I love it when I walk into a room and an engineer will say something like, this is the most efficient solution we’ve ever had. And they’re expecting me as the marketer to like, love that sentence. And I hate it. My typical response is I’ll say something like, you know, I know I’m a marketer, but I really hate adjectives. Can we really talk about the actual performance and how you measured it? And how are how are you saying it’s more efficient. So I do believe that adjectives have become the enemy of a really good marketer in the B2B space. And to get really precise, in what you’re talking about has become incredibly important, documenting it and being able to prove your claims has become not quite the medical field realm yet, but it’s leaning that way.

Mike:  think is really interesting. I mean, even worse, you see a lot of press releases, still in B2B that have relative comparisons with nothing to compare against. So you know, the new product is more efficient, more cost effective, but more efficient, more cost effective than what?

Thomas: That’s right. And that goes to the whole conversation explaining in that press release, or at least providing a link from it. Because sometimes it can get to really go into the details. A lot of people be like, Whoa, this is too much for this particular medium, but including in the press release to learn more here. And then that’s where you wouldn’t really explain how did you measure this? What were the operating conditions? And what are you comparing it to you directly?

Mike: I have a great point. I’d like to switch gears a bit now Thomas and look a bit towards the future. So the role of you know marketing executives, marketing directors, CMOs, you know, seems to be changing the number of channels is changing. How do you see that role evolving over the next five years?

Thomas: Mike, of my 28 years of experience in this industry, and in this career path has taught me one thing, it’s I’m really bad at predicting the future. But I’ll try to answer your question this way. I think the trends we’re seeing towards the use of data, the need to be accurate in what you say. It leads to credibility in what you say. But one of the things that would be in the Dilbert cartoons all the time, right is making fun of marketers who would make these outrageous claims. And I think the world has pushed back on that. I also think that’s has been the enemy of sales, marketing. And the business units that come together, is this belief that marketing people live in outer space and make these outrageous claims and the closer we get, and the more we push towards all of those things are important. So to your question, I believe, in today’s world, if you want to be an upper level executive, so director, certainly CMO, you need to embrace the need to be able to analyze data, you can no longer be just a creative, you’re gonna have the most creative mind ever create the most amazing images and things like that. But to lead a team, you need to attach what you’re doing to the goals of the company, and that it just requires data. So I think the number one change that’s happening is your upper executives becoming more and more comfortable in opening up a tableau worksheet and digging into it and saying, Okay, this is what we need to do as a team in providing direction, as opposed to counting on the team, the subordinates to do that. There needs to be a willingness at the upper levels to dig into the data and own it and drive it. That’s where you see the most success. That’s where I’ve seen the most success is where the that’s the embrace of the upper leaders.

Mike: I love that. And I think that’s really interesting when you have, you know, a lot of people pushing these rather simplistic management dashboards, because actually, what you’re saying is engaging with the data and understanding it really matters rather than just seeing whether the number is red or green.

Thomas: Correct in real time. And so, if you take snapshots like quarterly, which is very common, right, so cool. quarterly, we’re going to look at this. The issue with that is sometimes I mean, so using the Six Sigma philosophy, right? If all you do is look at the summary data quarterly, you could miss a really golden nugget that was a quote unquote outlier. That happened in the month of February on the 14th. Right? You’ve just missed it, because you’re only looking at it. Before a big management review before the big quarterly business reviews, and engaging with the data is a very different life. It’s every day pulling up a dashboard, and looking at what happened yesterday. Is there anything in here that I can take and adjust my campaign and do? And again, that’s what the best companies do? Is this constant attention to it? And it’s like a muscle. Some folks say, does it take a lot of time, it well, in the beginning to set it up? It sure does. But once it’s often running, I would come in every day, and pull up my dash, we’ll call it a dashboard. But again, it was interactive, I could jump around and change different selections and look at different things. But I was been 20 minutes, roughly, looking at the data, it invariably I would find something and be like, wow, wow, I didn’t expect that. Or yes, that’s exactly what I expected. Either one, and then go to the team, talk about it and adjust what we’re doing just slightly, you know, engineers like to talk about big innovation, or the small little innovations, everything marketing needs to have that same kind of approach. You know, one of the hot topics you and I were discussing before this call is AI. That’s a major point of innovation right now, in the marketing world. But little innovations happen when you’re living in the data every day. It never shows up as this big, huge difference. But it’s that nice, directly Correct. Wow, our Bounce Rate got lower. How’d that happen? Well, we saw one little outlier that we would not have seen if we weren’t living in the data.

Mike: That’s amazing advice. I think that’s emphasizes how important data is. I really appreciate you being so generous with your time, Thomas, before we finish, there’s a couple of questions, we always like to ask everyone. So you’ve given us some amazing marketing advice. But I’m interested to know, what’s the best marketing advice you’ve ever been given?

Thomas: When I was thinking about this podcast today, and you were nice enough to share some of the questions you might ask when I saw this one, I immediately smiled and I thought of, and I will definitely give a shout out. This is my very first boss in the semiconductor industry. He really shaped me in terms of who I am as a marketer and a person, his name is Mike Hastings. And he called me in and we were talking about something that had happened. And I said, well, that’s just the perception. Mike is coming out of the marketers mouth, right? Mike looks me right in the eye. It says Thomas, perception is reality. And that person’s mind. Perception is reality. And so that was the best piece of advice I ever got. Because it really was talking about empathy, the ability to empathize with someone because their perception is their reality, and you’ve got to meet them where they are. And if they think that I think this conversation Mike and I were having was about the effectiveness of doing a press release. And even though we were arguing for this particular purpose, the press release wasn’t good. It wasn’t the right channel to use, the person we were arguing with discussing with believed that that was the only way to get it done. And that was his reality in that moment. And we had to work to change his perception of a press release in order to just get off the dime, if you will. So that’s the best advice I ever received. Perception is reality for that person.

Mike: I absolutely love it. That’s fantastic advice. I’m sure I’ll use that as well. The other question, you know, we’re always interested to know is if you’re talking to someone who’s at the start of their career started a marketing career. What advice would you give them?

Thomas: If I could change your question just a little bit, I would take out the words marketing, career, meaning, or marketing, excuse me, anyone starting their career, I would give the same advice. It’s one of my favorite expressions. I like uses. It’s an acronym. And it’s all in I like to say, and a lot of people say, are you all in? And this was recent. It was about a year ago that someone said that to me. What does that mean? When we say we’re all in like, everyone thinks they know what that means? And they kind of like instinctively go, oh, yeah, I’m all in. I’m bought in, I get it. And what does it really mean? For me, it means the A stands for accountability. You have to be accountable as a team and an individual, for what you’ve done and how effective it was. Without that. Nothing can really get started. The second is loyalty. And it’s both ways. It’s between people. I’ve also heard expressions like, well, this is corporate America, and this is how things happen. For me, I’m corporate America, you are, you know, like all of us collectively. We are what makes up the culture of the place we’re working. And so having loyalty to one another to the process. Last is of the first word is love, which, again, in business setting sounds a little strange, but it just means passion, interest, a genuine concern for the team doing well. And then N stands for inclusivity. Everyone talks about diversity they typically talk about in a very traditional sense, diversity of thought, is really what we’re all after. And having multiple people in your team coming from different cultures, different experiences, and having a mind to receiving that is super important. So I would say anyone starting their career, those are the four factors you want to look for in an employer? Will they hold you accountable and hold themselves accountable? Do you think you can be loyal to them? And they’ll be loyal to you? Do you think you’re gonna love it? Do you think you’re really gonna wake up every day and have that? Whatever it may be? 20% of us wake up and go, I can’t wait. Can’t wait to get in look at that marketing dashboard. And will they be inclusive? Will they give you a voice? Will they hear your voice? And will you hear there’s because when all of that comes together, those the teams that I’ve been on where magic happens? You’ve exceed anything you ever thought that team could do. Those are the four building blocks, I believe,

Mike: What an amazing way to end an interview. I think that that’s really great advice, and certainly useful for anyone starting any career. Thomas, I so appreciate your time and your insights. If people are listening, and I’d like to get in contact with you. What’s the best way to get ahold of you?

Thomas: You can reach out to me on my LinkedIn profile. That’s probably the best way to go about it. And I believe it’s in H P. Oe is my username, I think but just look for Thomas Lewis, and analog devices or Texas Instruments. I should pop up.

Mike: Amazing. Thomas, thank you so much for being a guest on the podcast. I really appreciate it.

Thomas: Thank you, Mike. It was a pleasure.

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 dot com or contact me directly on LinkedIn.

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