Meet Jim Steele, President of Global Strategic Customers at Salesforce and our first Salesforce Boomerang! In this episode, Jim shares his journey of learning to value the Ohana more after leaving Salesforce and describes why reinventing yourself is key to a successful career – even if your career path takes you back to familiar places.
Meet Jim Steele, President of Global Strategic Customers at Salesforce and our first Salesforce Boomerang! In this episode, Jim shares his journey of learning to value the Ohana more after leaving Salesforce and describes why reinventing yourself is key to a successful career – even if your career path takes you back to familiar places.
Quote
“Salesforce – that same energy and excitement that we all joined Salesforce for, and that it kept us there for so many years, is still there. The magic is still there and hasn't gone away. I'd encourage anyone that's considering it to give me a call. Let me hear your story.”
Episode Timestamps:
*(1:56) - Ohana Origins: Meet Jim Steele
*(17:03) - What Does the Ohana mean to Jim?
*(20:49) - What’s Cooking: Jim’s Current Role at Salesforce
*(26:01) - Future Forecast: What’s in Store for Salesforce?
*(27:42) - Advice for Salesforce ‘Boomerangs’
*(28:30) - Lightning Round!
Sponsor
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[00:01:33] Dan: Welcome to Inside the Ohana. I'm Dan Darcy, chief customer officer at Qualified. And today I'm joined by my friend, Jim Steele.
[00:01:41] Jim, how are you?
[00:01:42] Jim: I'm doing great. Dan, anytime I'm talking to you, it's all good.
[00:01:45] Dan: So I want to dive right into our first segment. Ohana Origins.
[00:01:56] Dan: Tell me how you discovered Salesforce.
[00:01:58] Jim: I happen to be vacationing with my family down at the Jersey shore.
[00:02:03] It was August of 2002 and John Thompson. Hydrick said, Jim, you gotta get on a plane, fly out and meet Marc Benioff. And I said, no, I'm not doing that. I'm on vacation. I, and by the way, who is Marc Benioff? And, you know, I kind of knew of Marc, but I, I didn't really focus. It seemed to me it was a SMB kind of company, small company.
[00:02:26] And I had mostly spent all my career calling on big enterprises. So I didn't ever pay much attention to Salesforce, but he said, no, Jim, this is an opportunity you don't wanna. so I said, I still can't fly out. You know, I'm with my, my family. So he said, all right, you're gonna go to the Atlantic city community college.
[00:02:45] It's uh, 20 minutes from where you are in stone Harbor. You're gonna get on a video call with Marc. It's gonna last between 45 minutes and an hour max. And you can go on your way. And I said, okay fine. So I talked my wife into getting in the car. I said, look, we'll go to Atlantic city, not my favorite place to go, but we're gonna go.
[00:03:04] We can make this fun. We'll go gamble afterwards and have dinner drinks. So I, I went into this Atlantic city community college and the back of some room and my wife sat in the back of the room and Marc. We were on the call for maybe an hour and a half to two hours. And I was mesmerized just listening to Marc talk about his vision for Salesforce, how we were gonna be one of the largest enterprise software companies in the world.
[00:03:33] We were gonna be, you know, competing with Microsofts and Oracles and SAPs. I, I, you know, it was such an audacious goal for a tiny little company, but Marc said it was such. Confidence and, and so much PA you know, passion that it got me excited. So I couldn't wait to get back to California the following week to meet Marc in person.
[00:03:57] And that's how it all started. And I, I really didn't know much about Salesforce until I walked in the door. You know that, that fall of 2002.
[00:04:07] Dan: That's awesome. I mean, well, I mean, give us the details. What, I mean, obviously you got the job, but what was your first job? Who was your team?
[00:04:14] Jim:Yeah, it was at the time we were about 150 people in the fall of 2002.
[00:04:21] We were doing about 22 million of revenue that the previous year. And. We had about 22 people in, in sales. I remember that cuz I was like, okay, 22 people in sales and 22 million in revenue. That was just an interesting thought that I had in my mind at that point point, the quota coverage there. Yeah. yes.
[00:04:41] And he, so I had sales, I also had the partner organization. I had Marceting, although he said to me, he said, look, don't waste any time in Marceting. He said, I'm the I, I run Marceting here. This is Marc telling me this. And he. I just need to park it under you. So when something goes wrong, I have somebody to blame and that's exactly the way he thought of it.
[00:05:03] I, I, and so I didn't, I'm not a Marceter, like I've never really run a Marceting organization, Dan, like you and others that. Have have immersed your careers in that, but it was, it was fun to be part of that. And, you know, I was part of that first, first Dreamforce, but I also had the services organization. So all the consulting and services.
[00:05:23] So it was, I'd say of the 150 people. It was about 80 to a hundred somewhere in that range. When I, when I came in.
[00:05:30] Dan: So after starting at Salesforce, what was your initial impression of the people? Did it deliver?
[00:05:35] Jim: Well, the people were amazing. Like everyone was so passionate and everyone was so committed to be part of this game, changing tech company and technology.
[00:05:49] That Marc was the, the pioneer of like what Marc described to me. He said, look, we are going to change the game of software. He said, just like Google and Amazon deliver their. Technology to millions and millions of consumers that know nothing about running, you know, a data center, running computers for that matter.
[00:06:13] We're gonna do the same thing with enterprise software. So we're gonna, so we're going to mask all the complexities that customers have have been frustrated with over many years, they've spent millions and millions of dollars. Build the infrastructure to run their computer system before they see any value and it have any chance of the return on their investment.
[00:06:35] We're gonna turn it on, like you would a utility. And he described, he said, think to yourself, you know, He said Jim, did, did you build a nuclear power plant in your backyard to run the power of your house? No, of course not. Did you dig a well, you know, for the water? No, of course not. He said, well, that, that's the way we think about delivering technology.
[00:06:56] We're gonna deliver this as a service and we are going to be completely in tune and aligned with our customer success. We can't be successful unless they're successful and we can never just throw. The deal over the transom and kind of wash our hands of it and say, good luck to the customer. If it doesn't work, it's not our problem.
[00:07:17] Dan: Bringing it to myself. I I'm the chief customer officer here at Qualified and I learned a lot of around customer success, really from what. Salesforce built early on and continued to never shy away from, and just always taking care of the customer, bringing in the best practices. I think that's one of the biggest lessons I've learned, especially from Salesforce.
[00:07:38] But if you could go back to your early days of Salesforce at Salesforce, what advice would you give to yourself?
[00:07:43] Jim: Yeah, there's this saying? That's gone around in the industry forever. If it ain't broke, don't fix it. And Marc his saying was, if it ain't broke break it because. We need to learn to fix things that we create ourselves rather than having the competition do it, or the Marcet conditions do it, which is much harder to recover from.
[00:08:08] So Marc was always like, Hey, just when you think something's working to your satisfaction and you don't want to tinker with it, Marc's like, oh Nope, we're gonna keep tinkering. So he would come in, like, he'd be making these suggestions to me all the time. Jim, why I've been talking to you about this for two days now?
[00:08:25] Like why haven't we made a decision? And that was not really the way things worked at IBM. They'd go through a process over many weeks or months, sometimes years. And so I'd be like, Marc, are you serious? You really like, you want me to move on this? Now? He said, Jim, what's the worst thing that can happen.
[00:08:42] He said, if it doesn't. we go back to the old way, but all I know is if we stay doing what we're doing today, that we'll never get the benefit of making those changes and seeing what the, the potential is. He said, he said, I need you to, to embrace change at all times. So that, that changed me forever. Like I, I went from being this passive resistant executive to being this enthusiastically embracing all of these.
[00:09:12] But I thought sometimes were a little crazy. Some of these ideas, like just the way Marc thought about organizing my team or about pricing a solution or about bundling a solution or. You know, hiring certain people that didn't necessarily, you know, their skillset didn't necessarily fit. What I thought was the conventional, you know, profile that, that I came from.
[00:09:38] So these are the things that just got me thinking differently. And I have to say now after 20 years, cuz it was about over 20 years ago that I started working at Salesforce. In 20 years, the company obviously has gone from 22 million to now this year, you know, 32 billion is what we're projecting almost 32 billion and from 150 people to now, 80 plus thousand people like it in like reinventing yourself is such an important part of, of you.
[00:10:15] First of all building the right skill sets and, and really, you know, all that embracing change like that has changed me forever. Like I I've gone from, you know, my wife, she teases me. She said you've become like the Benjamin button of the technology business. I started my career in 1978 in New York city with IBM.
[00:10:35] And here I am, you know, 44 years later. And I just, I feel. Marc has created this beginner's mindset, always thinking from a beginner's perspective, which maybe for me was an easier thing. It's much easier now. Like just forget whatever biases you've built up from the past. Like put them to the side and just think openly and embrace that, those new ideas and that change.
[00:11:05] And I feel like I could do this for another 20 years, honestly.
[00:11:11] Dan: I mean, Jim, I love, there's a few powerful things I wanna call out here because I think that's a powerful lesson for our, our listeners and viewers is really that, you know, if, if it ain't broke, break, it, embrace the innovation, embrace the change and, and in a way it's genius because you really do bring that.
[00:11:32] Beginner's mind to everything that you're doing and, and you just have to be in this constant state of embracing the innovation and change. And so I think that that is an incredible lesson and, and great piece of advice for folks on the line. I want you to brag a little bit here, because you've just had an incredible career at Salesforce and we're still going.
[00:11:53] Right. But I want you to reflect upon what's the biggest success that you think you've had so far. And I know there's many of them that you've had at Salesforce or something that you're really just proud of.
[00:12:02] Jim: So far the short answer to your question is creating an attitude, not cocky, not arrogant because those don't play in this world of enterprise software.
[00:12:13] We learned that with Siebel, Oracle learned that the hard way for a number of years, they've, they've, you know, everyone's kinda reinvented themselves, but creating an attitude of we are. All about the customer and all about their success. We, passion and confidence are great to have, but arrogance and cockiness don't work.
[00:12:35] So creating that, that culture of we have this can-do attitude. We're gonna stick with you. And we go back to these customers over and over again, say, please take that leap of faith with us. You know, we will do everything to make you successful. We will live and breathe. You know, you. In in your shop and, and help you be successful, we're not going away.
[00:12:55] We can't be successful without you being successful. And unless you're on stage at Dreamforce sharing that success story, it, it almost doesn't matter. We can win the deal, but if you're not happy and you would trick a year or two later, then that's really bad for us. I'd rather not have won that deal in the first place.
[00:13:15] So. One of the really important sales calls. I don't even know if I'd called a sales call. It was basically a, you know, we, we were called in by the CIO of, of Cisco, Brad Boston. This is Marc, got a call from and said, I want you in my office and I'm gonna read you the riot act and Marc and I go in there and he.
[00:13:40] You guys have infiltrated Cisco, without my permission, you're not a, an approved solution. We're gonna throw you out. As soon as I can figure out how to transition off of Salesforce back to Sibel. We're gonna turn you guys off and I'm really upset that you did this. You kind of sold around me, you know, Marc and I are like, but Brad, you gotta give us a chance and what can we do to earn your business?
[00:14:05] And he said, you know, he said, You can't. He said, I don't see you as an enterprise solution. And so I, I remember the most important question I ever asked him was how do you define an enterprise class solution that you would approve? And he, he stopped it. He said, okay, well, let me tell you what's important to me.
[00:14:26] He said, security's number one. I don't care. How easy and fast and cheap you guys are, cuz that was our sales pitch back then you guys have to be reliable. You have to be scalable. You have to have high performance. I don't want the, you know, hit the inner key and sitting there waiting for a long response time you have, and you have to be customizable.
[00:14:48] He's said I don't want the Salesforce generic version. I want the Cisco. Version of Salesforce. This has to be Cisco. So how do you customize it? And then how do you integrate? He said, I have all these other enterprise solutions. I can't run Salesforce in a vacuum. I need to integrate Salesforce with all these other backend solutions, Oracle Sibel, you know, all these other enterprise solutions.
[00:15:15] And so I, I remember writing all these down like, wow, this is, this is going to be my playbook for the enterprise. This is back in like 2004, 2000. And he said, oh, and one more thing. He said, you better be a lot cheaper. He didn't use the word a lot. He used a, something, a blank load of cheaper than your competition.
[00:15:36] And that was the only one I actually debated him on. He said, wait a second. I come from IBM. I never sold anything cheaper. He, I said, what does it mean to you? If I can get you in and up and running in three to six months, instead of one to two years, like you described your sea deployment, what, what, what does it mean to you?
[00:15:54] With 80 to 90% adoption of your sales force versus 20 to 30%, which we know you get with Sibel. And he, he, he looked at me with a smirk. He said, I see where you're going. He said, he said, all right, I'm not gonna give you ROI because that gives you too much room to, you know, for creative licensing to sell me on value.
[00:16:14] He said, uh, let's. Let's just compromise and we'll give it, I'll give you a TCO. Give me total cost of ownership. Show me all the other components that you know, I have to spend money on. If I were to build it myself and, you know, run the sea shop. So it took us a couple years after that to win 'em over, but we, we would win these pockets and we'd always go down and say, Hey, we just won.
[00:16:40] You know, Europe, we won Asia, we've run these other divisions. And finally we got them to the table and, and closed our big enterprise license agreement.
[00:16:52] Dan: That is an amazing story because that obviously brings the number one value that Salesforce have, which is trust, right? The trust of the uptime, the performance and the security.
[00:17:03] And I mean, that's incredible. So I'm gonna switch gears here really quick. Cause I wanna ask you something that is, everyone defines it a little bit differently, but you know, when I ask you about what you think the meaning of Ohana is, how would, what does that, what does Ohana mean to you and how, what, how would you describe it?
[00:17:23] Jim: It's something that you don't always appreciate when you're in it, you know, but when you're outside and you see other companies that. The surface looked like they should have everything. Salesforce has. They have a compelling value proposition. They have great people. They've got great customers, but there's, there's a component that you could describe as the Ohana that happens at Salesforce that I've never seen.
[00:17:54] You know, I felt it at times at IBM back in the eighties. So for example, and some of that changed over, over time. it's, it's a hard, it's hard to describe until you're out of it. There's so many situations that we all have in our personal lives that we don't always bring into business because you know, it's like business and personal lives.
[00:18:15] You don't always mix the two I'm telling you the thing that made the Ohana special to me was. You know, just going through like my father, when he was gone through prostate cancer, back in the day, Marc bending, off's like, Jim, we're gonna get Marc. We're gonna get your dad with the best prostate cancer doctors in the world like that.
[00:18:38] I'm like, Marc, look that's, I appreciate that. But that's, you know, and, and he like insisted on it. And he, and there's so many stories that Marc has, has done that, you know, this is not just. Like window dressing. Like there's a lot of things that he does that and that, and he's taught all of us to do for our people that go way beyond, you know, the, the business side that cuz we're, we're immersed in, in our job, like, you know, with Salesforce, I was traveling around the world 200 days a year.
[00:19:09] I was at a hotel somewhere in those early days when I was, when Marc gave me the, the Twitter label, you know, road warrior 24 7. And. , you know, we, he recognized that business and personal, you have to blend at times, you have to blend the two, you can't keep them separate. And just the way he did that, he also officiated my wedding, which not too many people have their bosses do this, but Marc offered to do it and I gladly accepted his offer.
[00:19:39] And of course we had to go through a Vita mom exercise , which is a whole different story to yeah. Get to that point. But these are things. You know, you can't replace, like you can't just see that, you know, in any other company that I've been a part of, I've been a part of probably five major corporations, four of which Republic companies.
[00:20:00] And I never, never experienced that kind of. that kind of Ohana that we have at Salesforce. That's an incredible
[00:20:08] Dan: story because of the, you know, the integration between work life and, and you know, your personal life and, and everything coming together, it truly is a special place. So I wanna get into our next segment, What's Cooking?
[00:20:31] Dan: Jim, you're one of the, our first boomerang folks on this show. And for folks who know what a boomerang is, is they leave the company and then they come back and you are now the president of global strategic customers.
[00:20:43] I want you to talk a little bit about your journey on how you got there and, and you know, what, it's, what it's been like in your current role.
[00:20:49] Jim: So I, I basically spent my last three and a half years before I went off to these other companies, you know, before I then became a boomer. just as an individual contributor.
[00:21:02] You know, I worked for Marc. I was traveling the world. I was a hundred percent focused on customers and I'd have to still report to. The ELT on a, on a regular basis and share all the customer feedback and the feedback I was getting from the field. And, and I, I, it was kind of like the voice of the customer and I loved it because I was, I didn't have to do any forecasting.
[00:21:25] I didn't have to do operational reviews. And QBR is all the things that I would be, you know, fretting about working 24 hours a day. And that, that suited me perfectly, cuz I, he said you're, you're kind of, you know, one of the faces of Salesforce to the, to, to the customers. So go do, do what you do best. And, and because I knew everybody in the company and I had built that trust and that, you know, the credibility, I was able to leverage my relationship rather.
[00:21:57] You know, my, my job title owning, you know, all the operations. So I love that. And, but I did get the itch to go do it all over again. With a smaller company, I rolled the dice a couple more times. One, not, not so successfully. One was successful. We took the company public and it was fun. But you know, when COVID hit, I.
[00:22:19] I started thinking, you know, and I stayed in touch with Marc as a, you know, as a friend of mine and, and I, I always confided to Marc to get his advice. And so Marc, I said, look, I I'm commuting from park city, Utah to New York city. And with C, this is kind of changing the game. I think our. we're gonna deal with some headwinds in our industry.
[00:22:43] And I, you know, I've never felt like I felt when I work for Salesforce, I still consider fail Salesforce. My, you know, my Ohana, my, my, my home and Marc said, yeah, I, I feel the same. I want you to come back and we, we have this opportunity for you to do similar to what you were doing before, but you're gonna.
[00:23:05] Focus on all of our strategic customers globally. You're gonna work with the, the operating units that kind of own those customers and all the different industry teams and geography teams around the world. But you're gonna basically do what you did as the chief customer officer. So that's what I focus on, you know, coaching these global teams on making sure that they're working.
[00:23:30] Across all the different geographies and cross industries and products within Salesforce. And I leverage my relationships with customers to give them a, an advocate inside the company to make sure we're doing the best for them in terms of driving success and helping Salesforce grow our business inside these strategic customers.
[00:23:54] Dan: So in, in your current role, what challenges are you seeing now? And, and how are you applying what you learned previously at Salesforce to these challenges?
[00:24:02] Jim: The number one thing, and I, I've probably been preaching this forever is we have to listen to the customer. You know, we. You know, it's changed so much.
[00:24:13] If you like 20 years ago, I could go in, I didn't necessarily have to listen. Cuz there was only one reason they wanted us there and that was to sell them the one product that we had. If we tried to do that today, where would we start? We have, you know, dozens of products. So you'd miss the Marc, you know, 95% of the time.
[00:24:32] So the most important thing is to listen to what are the, you know, top strategic imperatives that the sea level. Ideally right from the CEO or the CIO, the COO O the, the CFO. What, what are their top imperatives that they're trying to drive inside their company? Are they expanding into new Marcets and they want to grow revenue?
[00:24:56] Well, these are tougher times we're going through, you know, where a lot of companies are focused on the bottom line. So are we helping them? Save money are to get more efficient. Are they doing, are they focused on, you know, retaining their customers and improving that whole customer life cycle, kind of, you know, the whole end to end life cycle of that customer.
[00:25:17] And are we helping them make that all those handoffs, you know, as seamless as possible. So we, we talked them and what, what are. You know, everyone, digital transformation is everyone's, you know, buzz phrase, like what does that mean to them? And why, why do they need digital transformation in their industry?
[00:25:35] And why are they working with Salesforce? What's important to them. And. Know, that's probably most of my coaching with the teams is always, Hey, let's make sure that we know exactly what the customer wants and you know, rather than telling them what we think they want, let's listen to them and then talk in their terminology.
[00:25:55] Let's not talk in Salesforce, speak and acronyms, let's talk in their business. I love it.
[00:26:01] Dan: Jim, I wanna get into our final segment, the future forecast.
[00:26:15] Dan: What do you envision as the future of Salesforce?
[00:26:19] Jim: Yeah, the Marcet, as we all know, the tech Marcet has been. Incredibly, you know, up into the right, it's almost like you can put a blindfold on and throw a dart and hit whatever company you hit. Probably had a pretty good likelihood of growth and success.
[00:26:35] And you know, these astronomical kind of valuations, you know, that were. You know, on these incredible multiples that, and what's, what's what we're seeing now is there is a flight to, to safety. And by that, I mean, none of us are considered, you know, tree huggers where we're, you know, always looking for safety.
[00:26:56] That's not a selling point, you know, for people that like to take risk, but our customers are telling us. And, and I, you know, I listen to the, our customers all the time. They want. Work with companies that are, that have a long history of success and a, a vision for the future that they know will be sustainable, that will continue to be successful.
[00:27:22] And you know, they're not necessarily, this is not necessarily the time that they're gonna be looking for the. The startups that are maybe higher risk that are still not well funded enough, or their valuations are so high, that it's almost impossible to see how they could, you know, go public.
[00:27:42] Dan: For example, what aspiring advice do you have for someone thinking about coming back to Salesforce?
[00:27:47] Jim: We just celebrate, you know, any boomerang coming back. I, you know, I wondered about like, I, I was, do I go back, like, do I just kind of leave that legacy behind and say, okay, that was, you know, I left in January, 2015 and just remember that for the great memories and, and the, the legacy that I feel I was part of building, but Salesforce that, that same energy and excitement that we all.
[00:28:14] Joined Salesforce four and they kept us there for so many years is still there. And the magic is still there and hasn't gone away and, and I'd encourage anyone. That's considering it to give me a call. Tell me, you know, let me, let me hear your story.
[00:28:30] Dan: Jim, before letting you go. I want to have some fun with a quick lightning round. You ready for this?
[00:28:42] Dan: What's your favorite Salesforce product?
[00:28:43] Jim: Here we go. go. Well, you know, if you asked me 15 years ago, I, I, whenever that, I guess it was 15, I would've said chatter because I loved showing chatter. Like that was my lifeline. I'd be out in front of a customer with my Blackberry back then. And I'd show him, I they'd ask me some question that I had no clue what the answer is.
[00:29:04] Some technical question, I'd type it into chatter. And within a minute or two, some expert would give me the perfect answer. Now it's, I'd have to say slack, you know, I'm. Quite the expert on slack could be, is it so much, there's so much more that it comes with slack, but, and we've been using it for like, I guess eight or nine months.
[00:29:24] So slack, uh, would be right up there. And just the way we communicate internally. And I have to say, you know, Tableau as well, because I love the dashboards, the analytics, the. You know, I felt like as the top salesperson at Salesforce, you know, 20 years ago, it was on me to show people how I used it as the head of, of sales.
[00:29:45] So I I'd show people all the time sales cloud and the, the mobile app that we created back then allowed me to show my dashboards on my Blackberry, which was amazing. So now it's, there's so much more, but I'd have to say slack, Tableau and sales cloud are my go. Favorite Salesforce character. I'd, I'd have to say lace the, the Wolf, you know, because number one, I live on a ranch now, out here in Utah.
[00:30:13] I have, I don't know, 80 or 90 animals now. No, no predators, no wolfs, but I do like the Wolf because it's all about customer success. It's about loyalty. It's about trust and, you know, that's what wolfs represent. They, they do things in a pack , you know, sometimes. Little little grizzly at times, but we won't go down there that path, but yeah.
[00:30:35] Blaze. I know it's lightening. So I gotta keep these quick. Yeah.
[00:30:39] Dan: Yeah. Well, I always thought you were gonna say sassy. If you look over my shoulder there, do you see the no stuff? Oh yeah. I see.
[00:30:44] Jim: I see sassy and I've, I've been accused of being sassy from time to time with, with Marc secret skill, not on the resume, remembering people's names that that I'd have to say what, and I have tricks to it that I could talk to.
[00:30:59] it's such a simple thing and people, it don't ever do it. Like it goes a long way. It is the most basic thing in knowing somebody's name and, you know, just remembering and I, I obsess with it cuz it's really uncomfortable be around people that I should. I feel like I should know. I met 'em once before and now I don't know their name, so I, I obsess on it and I'm really good at it.
[00:31:22] My, my, my best trick was 150 people at a dinner at my previous company. I went around to all hundred 50, about 75 company members with their plus one S and I had everybody's name. And that, that probably was the highlight of my name. Recall.
[00:31:42] Dan: That's awesome. Okay. Last one. Favorite brand of anything besides Salesforce?
[00:31:46] Jim: This has changed a lot. I'd say I've gone from Gucci and Louis Vuitton. Louis. Vuitton's more of my wife's favorite. To now Polaris, because I live on a ranch. I drive a Polaris. I also like the, the John Deere and the case tractors that I've got. probably not what you expected there, Dan.
[00:32:06] Dan: No, no, that's I, I love it.
[00:32:07] Well, Jim, this has been so much fun, but before I let you go, will we let the listeners know where they can find you? And is there anything else you'd like to share?
[00:32:14] Jim: Dan, anytime you're ready to come back, man. We, we take you in a heartbeat. We want you as some boomerang, but no, I'd say first of all, I, I love to engage.
[00:32:24] So my Twitter handle is, is road warrior 24 7. Not that I'm a big Twitter person, but that's one. So my email at Salesforce is Jim dot Steele with an E on the end. Salesforce dot. and that that'll be a good start to connect. And I, I do check LinkedIn on a pretty regular basis and certainly my, my email, but, or if you can slack me, that's even better.
[00:32:55] Cuz I'm, I'm looking at slack before. Anything else?
[00:32:57] Dan: That's awesome. Well, Jim, thank you so much for your time today. I really appreciate it.
[00:33:01] Jim: Thanks Dan. Great seeing you. Good to see you too. Take care everybody.