AI Adoption Playbook for Sales, CS and Marketing

In this episode, I'm super excited to meet with Charlotte Lucas. Charlotte Lucas is the head of strategy and operations at Scoreplay, which is a digital asset management platform for sports and media. The company is backed by amazing athletes and investors. Alexio Hayan, who's the founder of Reddit. The company is also backed by amazing athletes who have won World Cups and Grand Slams. I'm very excited about this podcast because Charlotte has been creating amazing automation and has been implementing it across a lot of workflows across many different departments. What you're going to find out is that she's literally using cloud cowork, cloud code to automate workflows in customer success, deal operations, sales, marketing, and so on. So I think that if you are really ambitious and you want to learn how to drive adoption of AI tools in your company, this is a true gem. So thanks so much, Charlotte, for being here and uh thanks for your time.

Yeah, thanks for having me.

Perfect. So I touched very briefly on scoreplay. Uh I think just for the audience, I'm super excited about the space, just like sports in general. Can you just, you know, with your own words, tell us a bit more about the company?

Yeah. So the one sentence description of scoreplay is where the media infrastructure for sports, the five sentence is, you know, today if you're a sports company organization of any kind, whether you're a league, you're a competition, you're a team, you've become pretty much a media powerhouse. Like the content that you have, that's really the crown jewel. And so it's becoming really central to their commercial value. And what ScorePlay does, it's a SaaS platform, which makes it fairly easy to grasp. And you basically have sports organizations ingest all their content, index it so it's organized, you can search for it easily. And that's where we'll get into the AI workflows. You can edit it as well, because maybe you want to add your branding presets, presets. Sorry, you want to do a montage and like have different videos pulled in together. And then you distribute it to internally athletes, sponsors, broadcasters. And so it's all in one place and it's powered by AI, as you said, and happy to dig into it. And the company's five years old. We have like 300 plus customers, I think we reached. And we're about like 50-ish employees across New York, Paris, remote.

I I think there are a bunch of thoughts, a bunch of things I would I would like to touch on, uh, on like the remote first and and and also like your your sales motion and uh and just the business as a whole. Uh just maybe if we start with the the basics on how you are actually targeting these these clients. You mentioned over 300 accounts today. Uh I imagine that's kind of high average contract value, uh, where you need like some sort of like custom account-based marketing strategy to reach out to every single league, every single broadcaster with a specific approach. So, can you maybe tell us a bit more about how you're actually targeting these companies today and what has been made possible with AI and that process today, and that was not possible maybe a year ago.

Yeah. So as you mentioned, we're fairly like enterprise SaaS, and on top of that, in a fairly closed market, because you kind of, I'm sure you could list all our target market in in Portugal if you're in Portugal. Um and so it's much more, you know, strategic, like laser focused, like ABM motion. Don't in the end, like cold outreach is not our best channel. It's the most like it's fine for the volume and like lower contracts. What has worked a ton for us has been events, events in the broader sense of it. So I think conferences, there's quite a lot, and hospitality events, because at the end of the day, enterprise is just very much a relationship-driven strategy and motion. Um so a lot of what we're doing now is kind of like, but again, I think we're just um scratching the surface on that side of the business. Um, but on event where we were a bit struggling was that there's honestly so many conferences. And once conferences know you go to conferences, they ping you about more conferences to go to. And there's a bit of like, how do you prioritize those? And we were struggling a little bit to qualify or like quantify, I should say, like the success or like, yeah, the the quality of an event and how valuable it was. Also because we have a fairly long sales cycle, like you can meet someone at an event, it actually generates a like first touch point for a deal, but the deal only closes, I don't know, six months, nine months, twelve months later. So it was a bit hard for us to know this was a super good event. And so here the idea is like to obviously leverage, so we use Claude and to leverage all the transcripts from all. So if you have a team of five sales, you're like guys, you put your granola on like the whole day. And instead of having to fill out your little form, like I spoke to this guy, and this is what he said, you just send it to marketing, and marketing can like easily track what happened, understand the, I'd say, outcome of the event and quantify. So that's a bit what we've done. And another source that I think is interesting is on the our cap table is actually very valuable from that standpoint because it's we have quite a few athletes, we have quite a few strategic investors from the world of sports. And so it's how do you connect, you know, kind of your investors with your with what you're trying to achieve and your business objective and how do you best leverage their network. And it was always a bit of like how do we properly share a dynamic view of our pipeline so that they can see where they can easily help us, how they can then easily submit, even just outside in the pipeline, like their own context. And obviously, Cloud helps a ton because you can just generate HTMLs that you can publish online, that you can, and we didn't, we're not very, I mean, we have a tech team that is very technical, but the rest of us couldn't do that before. So now we're just like off of we can do so many things. I'd say those are the two main channels where we've really pushed uh I mean, really where we're starting to push AI.

Interesting. Yeah, and I I think I even saw that uh so here is basically a grid where you have some of your investors, which I I mean, it's so exciting. I'd love to just be in a room without them and and be able to talk to them. Me too. And re Yeah. Do you do you often see some of them? Uh I would imagine like Alexis know who's the Reddit's Reddit's founder.

Yeah.

Is he like someone that you're in touch with actively?

Alexis is super involved. She's in touch with Vic directly, our CEO, but he's he runs Athlos too, which is like a track and field competition, a women's only. And so we've had a lot of co-marketing events or emotions like hospitality. We shared a booth at like the biggest sports conference in Europe. So he is very much involved and like we've yeah, we've seen him.

Amazing. And uh I'm sure uh his wife uh can also be helpful in some cases here in the window.

They don't mix their business, but I I don't know.

Okay, okay.

But she she knows about sports for sure. Yeah, yeah.

I had to ask. You mentioned amongst your different workflows, so coming back to like the actual go-to-market motion, so you're organizing events, you have those athletes who help you like open some doors, but then you basically have a lot of friction, not necessarily like friction is not the right word, but a lot of collaboration across different departments. And and all of this is falling under the deal desk ups, if I'm not mistaken. So, can you tell us a little bit more about how this uh this is currently set up and and tell us a little bit more about this workflow that you've told me about already of the record on the you know how cloud is helping on that?

Yeah. We were struggling a bit with that. I would call it more like the everything that goes into pre-sale validation. We've struggled a bit because it's super decentralized. Like as finance ops, I want to know, okay, is the margin basically are you hitting my minimum margin? As you know, the product tech is just gonna want to know, are you committing to stuff and deadlines that we can't provide? And checking a little bit and trying to spec like what what's um, especially on the more enterprise deals, what are the the requests from the client or prospect at that time? And then CS, obviously, they want to know what's coming. Same thing, like is the implementation timeline feasible? And we used to have a bunch of different processes. Sales had to fill out countless notions, some Excel sheets, sorry, that's me, all that stuff. And so what's been helpful is both like helping them fill it out more easily, where now honestly they just connect all their sources like granola, hopspot, put everything into Clot so it allows them to generate it more easily, whether it's the pricing items, the like product and tech specifications, all of that in a very easy template. So that's just you know, instead of like three different processes where we're just like, wait, what did they say? It basically generates you all three. And the three are consistent too, which is quite easy. So there's that part of it. And then there's the part of it for me where it's like the monitoring aspect of once a deal hits a certain stage, I can now automate the checking of like, is the pricing like proper features that were committed, like do they match what the package that the folks are paying or the prospects are paying for? Basically, is your deal exception? Like, does it fit the standard guidelines? Is it not? And then even before that, like has the stuff even been done? And so all of that now you need different sources and connect, which I guess before we could do with NA10, but like it's super helpful.

Yeah. Um, I think you you're touching on on two, I think, super interesting points that I'd like to maybe double-click on. The first one is basically everyone can pretty much do everything without requesting for information from like other departments. And then there's a second thing where you basically need to come in and evaluate and give your final a final check, you know, before the documents get issued and sent out to the different clients. So, how do you think about data governance and you know what do you actually accept to like delegate to AI versus you know, what are the steps that you know you you you still feel that you really need to intervene? And how do you organize it?

It's a really good uh it's a really good question because uh when we first started playing with it, we're like, oh look, like it can just push data to HubSpot. So folks don't even need to access HubSpot anymore. Like HubSpot is just your data, and then folks like Claude does DAI, uh the interface are and and I started playing with it. I'm like, oh my God, like you know, when you push a deal from one stage to the other, as ops, you can set up guardrail properties. This is how I collect info. Like, I'm just because HubSpot can like set up that process with Claude, like it doesn't go through the MCP. So Claude's just like, sorry, I can push data, but I can't like ask so we build skills that kind of replicate the HubSpot motion to make sure that you know we still had a bit those guardrails. If I'm being very honest, I think we're still where we're struggling the most is you want to enable people so much, but you don't want them to, and I'm quoting our uh a head of sales EMEA, you want don't want people to become dumb robots. So there's a bit of like, you know, you want to help sales, for example, like think about their deal, think about all the conversations they've had. What does it mean? What like we use medic as a kind of sales framework, like what do they know, what do they not know? But it can be only cloud generating it. Like you should feel confident about everything you put on a sales document. You should feel confident about everything you say. And I think it's a lot of trial and error, and there's a bit of like individual, I think, initiative there too, and pushing folks. To your point back to like data governance, we are trying to be, and that's a little bit like the ops sometimes policing role of like, yeah, you keep your guardrails and like this needs to be in hub spot. I want to see it in hub spot, this needs to be in a it's almost like more than before. If I'm being honest, it gives me a why of why it needs to be properly centralized, because then your claw pulls it much more easily. Which before I was just like the the maniac who likes things structured, but now I have a reason to push for it, so it's quite good.

Yeah. So so basically you try to incorporate all these guard rails into cloud scales, and because it's still text, at the end of the day, you are gonna go uh go through HubSpot and and evaluate the the the information. So you're you're still spending a bit of time doing like you know, we call that evals in a certain way to verify that uh the data is is kind of in good condition.

I try to automate it as much as I can, obviously. But I I I try to have AI do 90% and then there, you know, there's stuff that you can just put rules around, and then there's stuff that are just exceptions, and these you just you look at them and you do them humanly until they're not exceptions anymore because you've put a rule again. Like, and it's just to at least that's how I I see it.

Yeah, I think uh that that brings me to the my next question. You mentioned that you have basically in your team, everyone has access to cloud cowork. I think the the people who are less technical. Yeah. Or maybe I should phrase it differently. Developers have access to cloud code and the rest has access to cloud cowork. So at what point did you maybe realize that you know cloud code was maybe too intimidating and you needed to go ahead with cloud cowork? How did you think about you know picking those tools over like ChatGPT or like you said, moving away from NA10?

Yeah. We use ChatGPT a lot, but we did think it was it's just that the connection to your existing tools is just not strong enough. And so we moved to cowork, I think, earlier this year when everyone was starting to say this is amazing, what it can do. Basically, when it launched, I believe, probably a bit later. Um the co-work with us versus code was I don't even think we had a debate about it because we were like, what we need is every person in the team, go to market and like upsteam to use it. And if we show them, like, here's how you connect your terminal, your blah, blah, blah, I think we would have lost half, if not 80%. I think myself, I would have, I don't know how to do it. So I think the idea is we want like adoption over complexity. And if there's probably like a good 25%, 30% of complexity that we lose, it's fine because the whole point is that everyone can use it. So it's really much uh uh an adop like adoption focus. In the future, would we want everyone or like the most tech savvy folks to pivot to COD like code? Sorry. Probably. I think that would make sense.

Yeah. Um yeah, I think it's from what I've experienced and from the different discussions that I've had, it seems that there's always this mental barrier of you know opening up a terminal, running some uh you know, uh terminal commands to open cloud, but it's pretty much touchless, you know. Uh as soon as it's start like as soon as you start cloud code, basically you're just prompting and it's just like a black interface, you know, it's just like a dark mode.

Yeah, exactly. I I think like we have to be headed there at some point. But I and when I say at some point, like hopefully uh Q2 Max, you know, but but it's true that it's been it's been really nice to see even the least tech f like tech tech friend, tech savvy, however you want to call it, folks, be like, look, I just I just built myself a little dashboard that is connected to HopSpot and I can see all the metric. Like it's been nice to have people who were a little bit limited by I try to say what I need, but I'm not always expressing it well, and I'm waiting for ops to build it for me to just build their stuff and like make it, you know, and that's been I think a very good um a very good win for the Tim.

Yeah. I think this is uh super empowering. I I I will probably touch on that a bit later as we talk about uh enablement and how you're coming up with use cases. But just coming back to a specific workflow that you also shared with me uh ahead of this goal is with your customer success team, uh they they need to to basically get a sense of um like where the customers stand and so on, they need a lot of data from 50 different like external tools. And for some of them, you have uh built-in plugins. Uh so for instance, in the case of Hobspot, directly embedded into cloud, yeah, cowork. But in some other cases, you actually need to build custom integrations. Can you maybe tell tell me a little bit more about you know that workflow because you're you know heading those operations? At what point do you decide, okay, we need to build an S an MCP, this is how we're gonna structure it. But how do you actually think about these topics?

Yeah, actually for um so for CS, it was I think CS sits at where there's the most tools capturing all their data. And if you really want, you know, for a while we're like, okay, let's do a health score. We really want to be exhaustive, and then the CS is gonna be manually filling out those because we can't pull them in, or it's just gonna be this monstrous workflow where there's no point really. A lot of the tools in the end had MCPs, so like HubSpot, Intercom, Linear Slack, granola, I think, did as well, like does as well clap. Um, I know metabase was one where we struggled a bit. I don't think we can. I think the way we did it is Jen NITN workflow that like weekly pushes the data. And so, but it's been, I think it's been so satisfying, you know, to iterate on that version that like but the V1 of that score where it was like, oh my god, it's doing it and it's like really accurate and like it, you know, you can always like refine it and get better. But yeah, like you do have that output that gives you, I think, a very, very well-rounded view of where your customer health score is and where you need to get better, et cetera, et cetera. So will it like fully predict churn or upsell or what what have you? But uh no, it's been quite quite good. But to your point about which tools don't have like I think we've been extremely basic and just connecting the tools we can connect. And if we can't, let's just find a workflow around it, whether it's a technical workflow or just uploading stuff. To me, that is the next step where I think for certain tools, especially on the, for example, the HR front, like ATS, HRS, like there's absolutely zero connection. And we're a bit like we just need to connect it, but there's a bit of a question of like who maintains it. Are we tech savvy enough to like keep it going? Which I think we are, but ongoing.

Yeah, it's um I think I I think you shared something very interesting on how you're using NA10 as a workaround. Because basically NA10 has this crazy pool of integrations with like traditional APIs. Uh and so basically, and you can expose NA10 as an MCP server, which basically means that you can just call this one specific NA10 server and integrate it with all these other APIs. So it's kind of a wrapper of you can build basically your your pool of MCP servers in NA10 and expose it and integrate it into cloud.

Yeah. The thing with NA10 is it's not as easy. It becomes a tad more complex than like your basic hey, quad, like I need this, and you know, iterating on a text basis.

That brings me to m maybe another point around how AI is amazing at uh handling unstructured data. And like you said, like you're like throwing a bunch of information from all those different input sources, and then somehow it's just coming up with some super sharp reasoning on you know the health score. Is this something that you also use as part of your sales strategy, you know, to evaluate? You know, you're using the granola transcripts you mentioned uh to evaluate. Is this something that you also use? Like how does that look like?

Yeah, sales, it's been actually it's it's almost been the easiest because it's very unstructured data, but it's quite centralized. It's like you have calls, you record them, and then you have email chains with a prospect, and a lot of info is basically stuck between those two. And then there's a bit maybe of LinkedIn or external research that that is fairly web-based. I see in two ways. There's like that whole thinking about your deal, medic, like how you kind of internalize what you need to do, what are your next steps? Where again, it's like standardizing how and trying to help in a very, I don't know if how you say it in English, like meiotique way. So you're really trying to help sales think through here's all the context I have. This is what I think about the champion, like I Claude. You know, like I think it's four out of five. You really push that person, they're really invested in your success, however, XYZ. Do you agree? Do you not agree? So it's a lot of like thinking about this. Same thing with stakeholder mapping, where you're leveraging as much as possible, but the sales ideally should still like think through what it means. Does it agree? Does it not agree? But at least instead of just using your brain, you're using all this data. So you you make sure you don't like have a gap, I think, in your reasoning. And then there's the whole piece about any customer-facing document where it's really not where the sales adds value, but it's kind of like part of your process and you have to do it, where I think we've just honestly X the time. Whether it's, you know, the sales deck is like the most obvious example. I think the pricing offer was always something where like, how do we present it? How do we do it? And now we just have like beautiful little dashboards where the customer can like play around, like, oh, if I pick this option, I get this. If I pick the, it's just a nicer way instead of building an Excel or whatever.

Yeah. What's interesting with AI is that you can basically automate a workflow and then the bottleneck becomes the next step after that because you're basically because you're like so much more productive at creating those proposals, then you have to handle uh the objections of like you know, 20x more prospects. Um, so how do you anticipate those future bottlenecks? You know, once you automate something, do you have like a strategy in place to identify what needs to be automated first? You know, how do you anticipate the future bottlenecks? Uh, what's your approach on that?

I think we focus on like the most time-consuming smallest value add. Because to me, handling the objections is almost where you want to be the most human and where you want to really understand what they prioritize, how they think about it. A lot of the objections, like the objections, sorry, for us, the more enterprise we go, the more technical it becomes. And so to me, those neck work next workflows are gonna be very much around how do we better document our product in a way that is easier like for cells to to describe because they're also non-technical. But for now it was really the like what takes you the most time building this, like adjusting this template on Canva. All right, let's cut this one. Um yeah, like low value add from the cells, highest time spent. unknown 21:41 Yeah. But I agree, there's so much coming.

Yeah, I I think uh I think the the most um the more yeah, I was gonna use the word rudimentary, but it's probably not the right term. But this the the the most straightforward approach, like a simple matrix of you know, impact value is it always comes back to to that.

Sorry, it's my uh consulting background, you know. Oh, it's just uh impact and feasibility. What are you talking about?

Exactly. Just add it in different buckets.

Yeah.

If I just switch gears a little bit and go back to your role as head of strategy, running different departments. I know that your team is remote first with different offices. Right now you're basically reinventing the way you're working. And I know that running a company remotely is already hard enough. How do you change p how people operate remotely with you know adopting new tools and new ways of working?

Um, so to me, there's a mix of like top-down and decentralized, which I realize is like almost two conflicting things. But I think we've been very, very, what's the word, intentional about top-down communications. So I think for a month there wasn't one weekly all hands where we wouldn't explain. And here it's like explaining the why, the how, and in the how, like what do we expect? Because I think when we say, you know, when you talk to any employer and you're like, hey, we want you to use AI in your workflows. Some folks are like, what are you talking about? Like, I already rerun what I write by with Chat GPT or whatever. And some folks are like, Yeah, but I don't know how to access code or like you have very different levels of of what that means. And so it was being very clear on like what you want to do and like it giving even simple examples of like, all right, today we want everyone to like just prompt your own personal assistant in whatever flavor it takes for you. And it feels it's a little bit simplistic, but it just gets everyone to kind of understand what's expected of them, rethink every one of your workflows, how can you do it? You can even ask Cloud how you should do it. So it was a lot of like top-down communication. I think both our CO and CTO are very so they're the two co-founders. They also lead by example because they are obviously super into it. I think it just shows a general all right, you really need to do that. Um and again, I think co-work over code, at least for the non-tech team, was a pretty good way to show how feasible and easy it is. And then the decentralized aspect of it is like at the end of the day, every department lead owns the playbook for their team. And the playbook is your AI stuff and your non-AI stuff. It's just you should own how your team operates. And so it was allowing each lead to determine their playbook, how much they want it to be bottom up, top-down, et cetera. And so at the end of the day, everyone's kind of building their own things. I think the department leads create this sort of mid-level harmonization within each team. And then obviously the I think my role is to make sure that it all works together at the high level, that the whatever the workflow CS builds doesn't, you know, have any issue with what I don't know, sells this building. But overall, that's been kind of the the way. And then encouragement, constant like at the end of the day, enablement is just repetition, I think. Yeah. A lot of it.

Yeah, yeah. I think you touched on uh like a bunch of super important topics, and uh I've seen patterns. You know, I re I started this podcast like fairly recently, but from conversations I've had. Basically, it you need exact sponsorship. Uh so you basically need to give to everyone like a cloud or co-work license and and then just let them play around with it with without too much pressure so that they can build the muscle and build build up like their confidence in the tool and so on, and then they're gonna come up with their own use cases. And coming back to the example that you mentioned earlier, people start creating their own dashboards, you know, and you know, this is not something that the dev team would have worked on because it was maybe not top of the priority, but people can really come up with their own use cases, and that's kind of a nice way for people to learn on their own and while still being super productive.

And there's a lot, in my opinion, there's a lot of like telling people like go do it, go build, even if it ends up being like the worst thing you've ever built, like just go build it, have fun, test it. Like there's a bit of pushing folks to do that. So like we we try to create a bit of a momentum, you know, like we have a Slack where everyone's sharing their stuff. And I think people appreciate a little bit the pure validation or they're like, look what I built. Everyone feels like all of a sudden they're like engineered. I don't know. And it's like it's it's fun because people are are kind of all getting into it and there's limited, like no one's gonna thumbs down you. Like it's not, you know, so it it you're kind of like, look, guys, I did, I don't know. It's it's been almost a nice little momentum that builds up.

Yeah. I think it's uh it's very concrete and tangible. You know, you can share a URL of something you've built, and I think it's kind of a feeling that uh non-builders uh aren't used to to experience. So I think it's it's kind of a nice thing to experience. Coming back to what you said, so there's a Slack channel, you have leading by example with the leaders, enabling like just providing the licenses. Do you have maybe other things that you've seen to like work quite well to drive adoption? What should companies copy or like learn from you guys on driving this adoption?

It's funny because the so at the the Slack channel is called like use case sharing. Obviously, Slack is important for us because as you said, we're remote. But I think people also start being like, wait, guys, sometimes the power runs out. What should I do? It's been a fairly collaborative, and I think the the poster we've all had is like, but we're all learning. I mean, we didn't say even because have the CTOs learning, but kind of like we're all learning, we're all trying, being fairly vulnerable, even quote unquote from the top or like executive. Um yes, I think it's been a broader, like, yeah, we're all trying, we're all learning. Oh, maybe try this. It's so to me, it's been a very like, we're all in this together. We're also smaller, which I think helps. Like if we were 300, 350 or like 500, whatever, it would be a different culture, uh, different sense. And then again, I think there's a bit of a cascading where like when we have kind of our leadership meeting, it's like, all right, each of us, like, can we all go through how every one of us is like doing it with our team? And then I assume every like department lead us in going through with their teams as well. There's a bit of like initiative taking and sometimes like bundling all back up into a one way of doing things. I don't know if this fully answers your question because I think we're still kind of figuring out.

I think it's kind of like consolidating learnings. Yeah. And then you basically just put everything, put everyone on the same page, and then you move, and then you just let people play around again, and then you're like, okay, what have you learned? Let's try to systematize that.

And then you just you know, you want the information to like go down ideally through multiple levels, ideally also from top to like bottom. You want like information to go back up, you want to go sideways within a team, outside. Like you're just trying to create folks to talk about it, I guess, or like iterate on it.

Yeah. Yeah. Um so so okay. I I want to talk a bit about marketing because I know that essentially what you're selling is like an AI content pipeline or like a bunch of AI tools to help your clients use AI to repurpose and edit and tag sponsors, whatever. Do you apply this logic to your to your company as well? Like, do you use AI a lot in your marketing? I know we talked about you know the events briefly. How do you yeah, what are the kind of use cases?

Uh like in how we present the product?

Yeah, or just like in your you know, do you I looked you up on with LLMs uh using Google and I tried to see you know how often you rank. Do you use basically AI to come up with like programmatic SEO, for instance, to like create new pages? But do you yeah, do you have like any specific things that you're working on?

We're very far, if I'm very honest. Sorry. But to be what's I think interesting with like sports organizations is you you have some sports organizations, there's a lot of startup leagues that are extremely tech savvy and like really expect you to have top-notch AI embedded in your product and will and then there's also you know, soccer team in the middle of France who honestly probably is answering emails on Outlook, not really using you know what I mean.

And so you're trying to answer a little bit to both, which is is, in my opinion, where the challenge is when it comes to marketing or CS or yeah, maybe that's a question that I forgot to ask earlier, but it seems that there are some companies doing this, like digital asset management and the infrastructure for multiple verticals. What makes you know sports like a unique vertical that is worth focusing on?

It's the most complex. Because at the end of the day, like think of any event where you have so many cameras at so different angles, but it's also not script, like you don't know where it's gonna go. If you compare with like a, I don't know, a concert even has a bunch of cameras everywhere, but you kind of know, okay, here's a stage, and the singer is gonna sing, and then the dancers are gonna dance, and then they're gonna salute and then go back. I think in sport it's like you need so many camera angles to capture it's the complexity of it, all the volume of content that you build. And I I also think there's a bit of the because it's not just during the game, there's also after, you know. I think people more and more want to know what is the athlete thinking when they go back to the to the locker room. So yeah, it's it's that volume, complexity, et cetera, that makes it a very appealing, appealing market for us. And then, you know, maybe later then you diversify. But I think if you have the stamp from sports, it's kind of like, all right, like you you can probably do my simpler thing.

Interesting. Yeah, you're build you're doing all the hard work now, and then hopefully you can just strip out and simplify products for more verticals.

Yeah.

Um interesting.

And it's also a f a fun space that has been a little bit more not like protected, but like a little bit in their own space. It's a very it's not a close space per se, but like it is an industry where you have lifelong folks who have worked in sports will work in sports. And so it's not always the most tech savvy space. It can be, but there's also a lot of like old legacy systems that are disconnected that you know have really a fragmented view across your entire life cycle. So that's why it's been very interesting.

It's a space that is super interesting. And I'm wondering with the newer generations uh how they're getting used to like shorter format content across new platforms. I don't know if we're gonna talk about this here, but um I'm wondering if you see like patterns in you know how content is being consumed.

Yeah, and obviously it's like so much more like consumed on social like no one watches your three-hour baseball game on TV anyway. Uh this is a bit of a simplistic view, like obviously folks do, but the new generation really like hit it used to just be you want to sell your media rights to the highest bidder of broadcasters, and now it's like you want to make sure that content is just fragmented across so many channels that you need to make sure you can disseminate your content across every every one of those channels because you're thinking right, social or broadcast, but it's also like what about betting platforms? What about video games? What about everything that you and even in social it's like a lot of different angles, and so it's kind of like that's where Scorpio is also very helpful. It's like it's pushing the right content at the right moment to the right audience, knowing that this keeps fragmenting. So the the Gen Z behavior in consuming sports, we we love it. We want to keep coming.

Yeah, that's cool. Um, I know that um to show up in LLMs, basically it's not this is like from my conversation of last week, and this guy who's super experienced called Sean Griffith uh running this company called Truffle. He was talking about how to show up in LLMs, and he said that in the past basically you only have you only needed like good backlinks from like authority websites. But today it's more about the breadth of the platforms, and ideally you need to show up on like on social platforms like Reddit, you know, where people talk about you and stuff, and so it seems that it applies also to like sports and media. You're basically trying to repurpose snippets that you can just distribute across a bunch of platforms, and it doesn't really matter.

Okay.

It's not the authority of it that is, and probably Alexei Ohaiyan is like closely following that on Reddit, having created it.

Yeah, yeah, exactly. Oh okay.

So it'd be interesting to hear his take on that.

Yeah, I can uh maybe we should just get him on the podcast next week. Exactly.

Perfect. So maybe just one last question. You know, we've talked a lot about AI because I'm completely AI pilled and biased, but I also know that you have lots of athletes and famous people essentially who are pushing for your product. How do you think about the credibility in the age of AI? You know, I know it's kind of a generic question, but you have such a good advantage with ScorePlay having those people to back you up. Is this you think what's gonna make you succeed in this space? Uh yeah, how are you thinking about like growing you know in the next two to five years as you know, content creation, you know, the cost would go down, but you have this credibility from famous people essentially.

Yeah. And I think it's interesting where you're saying obviously like content will become almost free to produce, but live sports content, which I think is going to become more and more valuable because you're gonna have all this AI generated content elsewhere, is that's our thesis is gonna increase in value. In the end, I do think sport it is a fairly it's a relationships game. And so I do think that's why it's so important for us. I really see AI as like, and maybe I'm wrong, but it's really enabling us to be faster, be better, and like it's a lot on the workflow and productivity. I'm sure there's a lot we haven't scratched, but at the end of the day, it is someone calling someone else and telling them, I've heard about this platform, you should try it out. Like it that's that's what you know what I mean. Like no one's like, wow, this deck that you made that was AI chainer radio, that really made my decision. Like at the end of the day, decision is just someone credible who knows. It, you know, we have a good example, is part of the ScorePlay product, is you have an app that athletes can download so they get their content. So if you're an athlete, you would at the end of the training, you're like, you you see all the content that tags your face, so you can push it on social. And athletes have sometimes sometimes they transfer clubs and they say, Oh, you know, in my other club, I had Scorplay, can we bring it over? And it's you know, it that's the best like South motion we could get. Like it's it's awesome. Sometimes they're not even investors, by the way. We don't, you know, have to always uh open the cap table for that.

But yeah, exactly. You're not a cooperative yet with uh all like all the players.

Yeah, yeah. It would be good. It would be good.

That's such a the like such a cool referral loop having a new player uh and sometimes it's like the photographers as well.

I mean, again, we're going more on our enterprise, so you need like the the ideally teams also, but the photographer athletes. Athletes also like you have to they're the kings or queens at an organization because they're the and so it yeah, this is a best referral loop. We love it.

Yeah. Amazing. Is there anything that we haven't touched on that you think would be worth uh sharing about you know your role, uh score play, or just you know, sports in general?

No, I don't think so.

No? Okay, amazing. I mean I have tons of other questions, but uh I'm uh I'm gonna let you uh start uh your day in uh in New York City. Thanks so much, Charlotte.

Yeah, thank you.

Maybe one last thing, where can people find you? On LinkedIn, I will share your uh your LinkedIn profile. Uh is there anywhere else where you know you share some learning.

LinkedIn is really best. Yeah, I'm uh one channel person, at least for me.

Perfect. Focus.

Yeah, exactly. Exactly. Thanks, Vlad. This was a lot of fun.

Thanks. Yeah, thanks so much. And uh yeah, we'll be in touch uh in Portugal, hope.

Yeah, sounds good. Bye.

This was Business AI Explained. I am Vlad from Elements Agents. Thanks so much for listening. And don't forget to subscribe and like the channel if you want to catch more episodes where I will meet with more AI experts and execs who are driving AI and their organizations. Ciao.