Allowing your customers to understand where you are coming from and how they can personally relate to what you have to offer is the best way to build the go-to-market. By building empathy with your audience, you’re on the right track towards starting a successful connection. Joining Vijay Damojipurapu is Charlie Wilson, Chief Revenue Officer of cannabis provider Greenbits. Together, they discuss how to maximize human interaction to achieve an unparalleled customer experience, as well as the importance of well-targeted product manager-marketer collaboration. Charlie also talks about the most crucial marketing points every start-up business must know, especially in this time of pandemic and with the go-to-market gradually becoming an independent function.
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The Power Of Building Empathy In The Go-To-Market With Charlie Wilson
I have my friend and someone I look up to from a go-to-market perspective. His name is Charlie Wilson. He is the Chief Revenue Officer at an upcoming and high-profile startup in the legal cannabis space named Greenbits. Charlie, I’m turning it over to you. Welcome. How are you doing?
Thanks, Vijay. I appreciate the kind words and it’s great to connect.
As always, I start off with asking the first question. My significant question is what the show is all about, which is how do you define go-to-market?
At the end of the day, it’s about putting together a bundle in an approach to create brands, both perceived and real. Making sure that you’ve got the right audience and you’re ultimately delivering an experience that’s well-coordinated from the internal perspective so that it’s experienced and perceived that way from the external perspective. At the core, that’s what it’s all about.
There are a lot of moving pieces below that to make it happen. It’s not about what we in the company see from either a product or a services perspective, but how all of this ties back to the customer, the buyer and the user.
Your success in go-to-market is going to be a function of having to find those things well and coordinated those things well internally, which is why I really orient around that, as opposed to more an outward-looking perspective than an inward-looking perspective.
I’ve been speaking with my clients as well as several other guests. It’s always a combination. It’s not easy where you always constantly need to have your eye on the market on the external perspective. At the same time, you need to be grounded in reality and grounded in perspective as to what can we deliver and still be sincere as a company and a brand when we’re looking to deliver value to the customer in the market. Let’s dive a bit back, let’s rewind a bit. Let’s talk about your evolution as a Chief Revenue Officer. How did you start your career and what led you to actually take this role and go down this path?
Never allow yourself to be stuck in just a single role or field forever. Share on XIt’s a story journey. I was an engineer as an undergraduate and graduate student. I had a focus on technical skills but early in my career, I never practiced pure engineering. I was in management consulting, so I had a broad base of experience. I joined the strategy group at Visa and a large organization. I had an opportunity to see a diversity of things. Through those experiences, I got interested in sales and marketing side of the equation. I never would have considered myself a salesperson or marketer in my early days.
I came to value and appreciate obviously the importance of those parts of the business and the relevance of those parts of the business. I started to cut my teeth in some sales roles, increasingly marketing roles and have evolved down that journey for the last several years. Most of my career has also been industry-wise and FinTech. My journey to Greenbits in particular wasn’t so much cannabis-driven, it was more of a business model-driven in terms of understanding that SaaS and FinTech intersection and seeing the opportunity within this particular vertical, which as you can imagine firsthand, it’s unique and evolutionary or evolving continuously.
Quite a few things that I want to double click in what you shared. It’s definitely a good journey. This is something that I keep reminding to several folks that I meet with as well as to the audience. Nuggets and lessons for the audience is you don’t need to be feeling stuck in a specific role or a specific field. You mentioned about you started off as an engineer but never saw yourself growing in that role and that’s where you start exploring and going down the path of more on the business side but more on the marketing and imagery to the sales and not the revenue ownership piece. I think that’s one piece. I am curious if I double click on that. What really attracted you or pulled you away from engineering towards more on the business side, starting with the marketing piece?
One, it’s a general interest and fascination with characterizing the business world. I think the technical background provides some important underpinnings that in this day and age are table stakes that many years ago were probably perceived as luxury. I don’t think sales and marketing disciplines historically were as data-driven as analytically focused. Clearly, for the last several years, they have become that way. Having that foundation and leveraging that foundation in the area where candidly I’d probably had more interest in the marketing side and the sales side. Being able to break down the market, segment that market, understand where you can set yourself apart, differentiate yourself, ultimately bring somebody through a buying journey and to a close sale. Seeing the enjoyment of that dynamic with both enterprise customers, which are a different beast, as well as small businesses and tailoring the go-to-market experience based on some of those customer profile dynamics.
I was looking forward to and wanting to push you on that piece, which is, I know you’re big on the small customer piece or the small customer segment. Early on in your career, you started off with customers and markets that are more enterprise-focused but somewhere along the line, you got pulled towards serving the small to medium businesses and the retailer. Tell that story. I want the audience to take away from that as well.
I was at Visa in my early days. Visa’s client-based are banks. Many of those banks are large. Those types of conversations and deals are more enterprise. In subsequent roles, I was still in an enterprise context. Probably the biggest thing that attracted me to small businesses was when I met my wife who happens to be a retail small business owner. I didn’t grow up in a family of small business owners but upon meeting my wife, I saw some of the trials and tribulations that a small business owner goes through. Small businesses in particular, they usually get into their business because of their craft and their passion, not because they like to do payroll or taxes or all the other things that are associated with running a small business.
It was also synonymous as my own career progressed, you had the opportunity to serve small businesses. They’re incredibly on and underserved. They’re incredibly difficult to serve. It’s a fun challenge from this side of the table. It’s what led me for probably the last few years to have a focus and an emphasis on delivering great products and experiences and getting those into the hands of small businesses, particularly a mom and pop-like stores. That’s true in our industry. We work with a lot of characterized enterprise, probably a stretch to mid-market like businesses in a traditional context but also a lot of new to retail, single-store operators. Pursuing a passion, a dream in cannabis and chasing that opportunity. We get the opportunity to bring them a suite of services that makes their lives hum a little bit easier.
First of all, from your personal experience, you actually can connect with that target persona or the buyer. I think that’s key for anyone in product marketing, sales and even to that extent of customer success. You need to have that empathy piece. From your story, it was clear that in your case, your wife, as a small business owner, you could see the tribulation that she is going through and she went through. You’re bringing that empathy piece to your current role, which is essentially helping Greenbits build a point of sale or compliance and the various other technologies. As you’re selling to the legal cannabis retailers, who are mostly small to mid-market as of now, that’s the majority of the market. That’s the key. The point I want to hit is the empathy piece and nothing like building empathy from your own personal experience.
It’s understood but I think it’s still often missed. You’ve got a lot of smart people who have good ideas, they can build great technology, can analyze and break down a market but I think a lot of times, businesses and groups miss the mark in terms of that true empathy and true understanding of the experience that the recipient on the other side is experiencing. We still struggle with this and work to improve this. You have to put yourself in the shoes of the person on the other side. When you think about a small business owner in particular, the breadth of things they have to deal with, in many cases, they are the sales organization, the CEO and the human resources departments. They play a lot of hats.
A lot of times they’re in that situation because they have a passion for baking cupcakes, for instance, or mountain biking and selling retail mountain bike parts in a retail environment. Not because they like to do those other things and often, they’re underwater and those other things. If you understand that, you appreciate that and you incorporate all those other distractions and stresses that are on those businesses, you can be more effective in positioning and getting your product or service to that audience that’s very underserved because they’ve typically been difficult to serve, historically.
Building on that point of empathy, which is very crucial in the whole go-to-market piece. Personally, from my own experience, I’ve had the good fortune and been grateful for all the several product marketing or even head of marketing roles. In that capacity, as a head of marketing, my responsibility and you have the company-wide customer, which is the market segment but the internal customer is sales. Sales is the number one customer for the marketing team and something that I’ve realized after I’ve started the company that I’m running, Stratyve, which is serving or helping essentially the B2B SaaS companies build go-to-market either clarity or go-to-market efficiency.
I’m playing and wearing multiple hats or roles and at the same time, I’m actually wearing the role of a salesperson. Ever since I’ve embarked on this journey, where I need to do the outbound or I need to do prospecting. I need to help understand the buyer from their pain points and their challenges was this internal from me, “How do I close the sale?” That’s an entirely different mindset. Personally, again, going back to the meta point that we’ve been talking about, which is building empathy and nothing like having a personal experience to build that empathy piece.
I think something that has impressed upon me, the more I’ve progressed through my career, that domain experience and that firsthand experience is critical. I think of myself and lots of people can go into an environment that they’re unfamiliar with and be successful, but I will tell you to have that domain experience to have the firsthand experience is valuable. Not to say that it can’t be overcome but it goes a long way in establishing that empathy and unlocking or uncovering, or at least being aware of some of those intangible elements to be successful in serving a particular segment or audience or individual.
In your role as a Chief Revenue Officer, you have the complete visibility into what the marketing team is and should be doing as well as the sales team is and should be doing. You got that end-to-end perspective. I want to hear from you as to how you create that alignment and empathy piece, not between the two or across those two functions but even with the whole buyers in the market.
There is nothing like building empathy from your personal experiences. Share on XIt’s not rocket science but data-driven, clear and concise communication. Those things allow you to make sound decisions around where you put your energy and they allow you to execute effectively. Much of the working world is about the human interaction and to the degree that you’ve got sound communication between those organizations, you’ve got a common understanding between those organizations and others. You can be at a heck of a lot more effective. I think where things break down or where they succeed, it’s less about the specific disciplines of marketing or sales per se. It’s more about common sense and foundational things like structured communication and effectiveness there. There’s always going to be a good tension between sales and marketing in terms of where one ends and the other begins.
We try to impress upon our team and our organizations that there’s not a black and white line or a clear line. There’s a very healthy overlap. You used the term empathy. The more that the marketing team is empathetic to the experience and what the sales organization is going through, the more effective they can be in assisting or helping in that respect. Conversely, the more empathetic the sales organization get to the things that the marketing organization is trying to take on. You see some companies, particularly startups, there’s a notion like, “Everybody in the company does a role in customer support,” because you build empathy for the customer. The more the sales organization can spend time and live the life, so to speak, and the day of the marketing organization and vice versa, the more the marketing organization can live a day in the life of the sales organization. I think the more effective they can be individually and certainly collectively. It’s never easy to get that quite right but that’s what we strive for.
I want to get your thoughts. There is a growing notion around the whole revenue team which comprises both the marketing and the sales, but there’s also the whole new field of revenue ops. I want to get your thoughts on those.
We actually have a role open for a revenue ops individual. Historically, I think we probably looked a little bit more like other businesses are certainly where the trend or the precedent was before we had sales ops and marketing ops. I talked about the empathy and the communications but the other piece I talked about was the analytics and the data. The degree that you have somebody in the revenue opposite role, you’ve got somebody in the interstitial space between sales, marketing and arguably customer success. The by-product of that is you get data and analysis and insights in an unbiased and independent fashion. You’re not getting the skew or the biases that maybe the marketing organization or marketing ops person might put on a situation or conversely the sales ops.
You’ve got somebody who is sitting in that interstitial space to make sure that the organization at large is getting the most relevant information and guiding and the most appropriate sound direction. You remove some of the silos. You remove some of the biases and some of the potential areas of tension by looking at that across those functions, as opposed to within those individual functions. We’ve embraced that and have adopted that end of the process of continuing to expand that.
This is something that’s been playing on my mind especially when it comes to the go-to-market. This show is all about go-to-market. Even the work that I do of Stratyve is all about go-to-market. If I tie it back to the experiences that I’ve had previously when I was working at other companies, it was mostly around product marketing, “owning go-to-market.” If you’d be in the shoes of a product marketer, it’s extremely challenging. Product marketing can come up with a good market strategy but to execute and make things happen both within the broader marketing organization, as well as with the sales organization is extremely tough. It’s not within the scope of that role. That’s something that’s been playing on my mind and seeing the trend playing out in the industry, which is the go-to-market piece is slowly beginning to come out of product marketing. It’s more of an independent function, more of an independent team on a role that’s sitting across and outside of marketing sales or even customer success to that matter.
I would extend that and in my mind, two of them are the most influential individuals in the organization, depending on your designer and depending on obviously the industry and who you’re serving are the product manager and the product marketer. Those two individuals and those two roles are at the center of the universe. To your point, they’ve got to drive, coordinate and organize a lot of different individuals and functions in order to be successful. We look at it the same way. That product marketing role is critical, particularly in our industry where finite universe of operators and a lot of word of mouth. The ability to clearly convey the benefits and the products and create great experiences within the product and the service is critical to our overall sales and marketing success. In our particular industry, I would say those roles are even more amplified than they may be elsewhere.
Going back to the whole rev ops role, I’ve also seen the rev ops role reporting possibly into the CFO organization as well. The CRO/ CFO is a dotted line because at the end of the day, it’s about alignment but at the same time, that role has to stay true to, “I’ll be hitting the numbers. I’ll be hitting the metrics that we need to hit as an organization.”
That’s fairly similar within our organization. Particularly on the analytics side, you want the finance organization to be close and then again, very consistent in terms of understanding the data, the sources of data and what the data is explaining or telling us. My organization, which is not a finance organization but there are a very close collaboration and a very keen interest from the finance organization in terms of those insights, knowledge and those experiences.
Switching gears a bit over here. Essentially, we highlighted or talked about how you as a Chief Revenue Officer of Greenbits, come up with maybe the 2 to 3 key go-to-market programs. How do you think about it from an annual goals perspective as well as break it down into quarterly goals to a functional individual? Sharing that piece will be insightful for the readers here.
I’m a big believer in usually fewer is better and simplicity is better.
It’s extremely hard to do it. The reason being is the shiny thing syndrome, as well as they say the fear of missing out. This whole matrix is playing out there.
In a startup, oftentimes you have to do many things. I think you have to be incredibly focused on what’s critical. If I go from the long horizon to increasingly shorter horizons, when we map out the annual priorities, we try to focus on a small number of critical initiatives and basically, work your way back. I personally like to break things down into 90-day periods. It’s enough time where you can make tangible progress and have the freedom to be able to demonstrate and make that progress but it’s also not so long that you run the risk of getting too far off course. Backing down from those 90-day periods of those three-month periods, you’re starting to further decompose the objectives and meeting that annual target or goal by the individuals or the groups themselves.
I think that the criticality you get what you measure and what you had said, it’s important that you’re measuring things that don’t create a red herring. An MQL is only as good as the quality and the integrity of the definition of that MQL, for example. Making sure that you’ve got not only the right metrics but the right definitions behind those metrics to make sure they’re unfortunate drive in the right behaviors to ultimately hit those annual and multi-year objectives.
If I have to extrapolate on what you mentioned here, you’ve got their annual objectives around the revenue numbers, the sales booking numbers, the pipeline metrics. When it comes to marketing, you got MQL piece but then there’s also the inbound traffic, outbound campaigns and so on. Tying all of these into the various initiatives that marketing and sales have to do for the next 3, 6, 9 months. I think that’s critical.
We generate deals from both outbound activity as well as inbound activity. Making sure that we get the right mix and the right balance there for our business and where we can be uniquely differentiated and competitive.
In doing all these things, how are you thinking about the big initiatives for 2021? I have a follow-up question after that, but let me stop here. How are you seeing 2021 for your organization?
We socialize this with our board. We’ve gone through a planning exercise for the year ahead. As a company, we’ve got four priority initiatives over the course of the next year. Two of them are initiatives that are new to us. There will be a big element of go-to-market relevance in the year ahead and our ability to execute effectively will be critical to our success but again try to maintain a finite number. We make sure that we were focusing on the things that we can get the greatest leverage from that can most substantially move the needle, advance our business forward, advance our customer’s success in the most profound ways over the course of 2021. Some of them pertain to new geographies, new products and services that we want to attach and introduce to our customer base.
The follow-up question I had is what do you see are the big challenges? You did mention about go-to-market as a big piece for 2021. What do you see are the key challenges?
It’s the coordination across the organization. I’m fairly confident that we’ve got the segmentation right. We can figure out where to identify these people, get the right messages in front of these individuals. It’s ultimately bringing those things together in unison where the messages get to the right people the right times, the execution of the product development hits the market the right point in time and lines up nicely with all of that. It’s not too dissimilar than what I think people experience in any other business or service offering a product or a service offering.
I was actually in conversations with a couple of my clients as well as with some of the guests who are CMOs and VPs of marketing and to share with you, Charlie, a couple of things that are top of mind. One thing is around, 2020 has been a challenging year from a COVID perspective but at the same time, all of these marketing leaders have been and are still very proud in how they have had the team pull together and still execute. Maintain that focus and still execute from an operational perspective, a mental health perspective and being dialed in perspective. One challenge that comes up is, “Now that I’ve done that for 2020, how do we do that with 2021 without being too diluted or being fatigued by this whole notion?”
I am proud and I applaud our team for 2020 now. I would say 2020 has had its challenges. For our particular industry, we’ve been fortunate. Our businesses thrived. I think our customers’ businesses have thrived and have been in a position where they’ve been able to operate and they’ve been able to continue to grow and expand. There have been hiccups, nonetheless. 2020, looking back, was a successful year. I think the team did a great job with lots of fluidity, uncertainty and challenges. An interaction like this where everything has gone to remote. I think technology companies and our teams are generally well-suited to make that natural transition to a fully remote work environment but there was transition and change and adjustment nonetheless. The ability to have the in-person interactions, collaboration, that’s been null and void which has made things difficult.
The go-to-market piece is slowly beginning to come out of product marketing and become more of an independent function. Share on XThe part that’s been most challenging is the ability to have those interactions with customers, whether it be in the sales and marketing experience or with existing customers. That’s been the part that’s probably most challenging. I’d say going into 2021, we feel good. There’s some momentum that we need to maintain. There’s fatigue but I’d characterize our fatigue is the fatigue of the startup, not so much 2020 derived. Personally and myself, I’m very optimistic about 2021. I feel very fortunate around 2020 and take that we’ve actually got momentum behind us as we go into 2021 where I recognize some businesses are probably feeling like they’re having to dig themselves out. Fortunately, we’re not as subject to that as some.
Double-clicking on that. Your customers and the market use of the legal cannabis retailers. From an outsider perspective, I’m assuming that clearly their businesses would have been hit but at the same time, not getting too much into detail of why cannabis sales would take off. I want to get your thoughts on and your view on how the industry overall has been affected or not been affected. I want to get your perspective on that.
When COVID showed up in mid-March 2020, most of the United States and businesses in the United States had a tremendous amount of uncertainty and that was true with our industry. Fortunately, cannabis is not a federally illegal market, it’s a state legal market. You have a very fragmented market state by state rules and regulations. In our industry, for all intents and purposes, nearly every state with the exception of one deemed dispensary and deemed the cannabis industry as an essential business. They were able to stay open during those March, April, May months. The other dynamic is when you had a lot of people home probably stressed out, to some degree bored, anxious and a lot of real and understandable reasons.
Our operators not only remained open, they actually thrived in a lot of respect. Our customers, we’re fortunate through that process. There were lots of regulatory adjustments and emergency regulatory rules that people had to accommodate with curbside. Imagine our industry has cannabis plant involved and it’s a heavily cash-intensive industry. A by-product of that, as you think about, “Curbside pickup.” There are a lot of logistical challenges that come along with that dynamic when you’ve got a lot of cash and cannabis products outside the four walls of the store. Our operators had to accommodate and adjust to certain things for our customers. Fortunately, they were in a position where at least they had the opportunity to make those accommodations where a lot of other industries were purely shut down.
There were some things that were delayed. New businesses that were going through final inspections. Some of that got delayed. States and industries like Nevada, particularly Las Vegas, very tourism-driven segment of geography. Not a lot of tourism happening in Las Vegas. We saw operators there struggle certainly for a period but by and large, our industry has been fortunate. Our customers have had to deal with the fluidity that COVID has presented but fortunately, they’ve been open for business. In fact, we’ve seen record numbers during the balance of 2020. We’re hopeful and optimistic that that carries forward into 2021. In fact, you see the election, the general industry, our particular industry, we had five more states legalize through this latest election. We feel excited and confident.
Definitely exciting times for the industry as well as the players in the industry. I can see that happening. As we wind down a bit last couple of questions here, Charlie. You did mention about some of the goals for the big initiatives for 2021, as well as some of the challenges that you foresee. You mentioned about rev ops as being one of the key hires or somewhere you’re going to channel some more budget into. Can you expand a bit upon that aspect based on the go-to-market initiatives, what do you see as the key hires? If you had the extra budget, where would you put that extra money into?
Prudent capital allocation is critical. We have much more opportunity than we do. Resources are at our disposal. There are a few different areas. I think the ability to expand our available market a little bit more quickly. It’s fragmented in the United States state-by-state and there are some nuances to the way that our industry, product and service works, where we have to be a little bit more methodical. We can’t blanket all states at once. There’s a vibrant federal illegal opportunity up in Canada. There are always areas where we could expand geographically faster. The product we’re a relatively new industry in a relatively new company.
In the grand scheme, your product and service offerings are still relatively immature. We’re in the early innings, we got a long way to go, so we can accelerate some of those capabilities that allow us to deliver more functionality to our customers. Drive price points and average revenue per account higher would be areas that we would look at. I think one that we’ve had in the back of our mind that if I could carve out a big piece would be on data and insights. There’s not a lot of knowledge around this industry. We have visibility and sit on a ton of data that I think we can package up in service to our customers with new insights and capabilities. That’s probably an area where if I had some additional resource and budget would carve out a new and distinct and separate initiative to go after that.
Expand on the data and insights piece.
You have emerging brands. You have CPG companies around various form factors. Infused beverages and edible products and bulk flour and pre-rolled joints, oils and tinctures. You’ve got form factors that manufacturers are trying to understand where consumer preferences. You’ve got a lot of new to the industry consumers. Either people that may be coming back to the industry, people that have never experienced the industry. There’s a ton of education on the consumer side. You can imagine the brand and the product companies are trying to figure out like, “What are the consumer trends and buying behaviors and patterns that inform their own product developments?” You’ve got dispensaries and retailers that are trying to establish their brand, build their own awareness, drive foot traffic into their stores and properties. Given that we sit on a large body of data that looks across that continuum, we think we can provide a lot of valuable services to our retail customers, as well as the brand companies, many of which are our retail customers as their vertically integrated businesses.
Data and insights and data signs and the whole notion. I think that’s a big thing from a go-to-market perspective especially. There’s going to be a continuous demand for the whole data science personnel and people with that skills. At the same time, the key is not the ability to run the data models but teasing out the insights and then channeling and coming up with the key go-to-market initiatives for marketing sales or even customer success. I think that’s key.
Leveraging that to inform where we go as well.
It’s great conversation, Charlie. I think you shared a lot of nuggets and advice for the readers as well as for your peers in the industry.
I appreciate it.
Last two questions. The first one in that bucket is if you were to look outside and across your shoulder in the industry overall, who would you call out or who do you give a shout-out to as someone who’s doing a great job from go-to-market perspective?
Our model is similar to some of the commerce models. The world of companies like Shopify and Square are two companies that have done a phenomenal job around understanding their market and communicating effectively to their target audiences. Building their product and service often and creating a comprehensive experience that is meeting the needs of their particular audiences, which both happened to be generally small business segments as well. We’re doing it in a vertical context but I have a ton of respect for the individuals within those businesses. The way that those businesses have generally operated from their early days to where they’re at now are incredibly prosperous and market-leading businesses.
In order to grow, soak up information anywhere and everywhere you can find it. Share on XOne final question before I let you go. If you have to rewind the time and go back to not your eighteen-year-old self but if you have to go back to your first day of venue to go-to-market role within marketing, most likely it looks like out of your engineering into the marketing team. If you have to go back, what advice would you give to that younger self?
I would say soak up information from anywhere and everywhere that you can get it. There are lots of nuggets of good ideas and new and different ways of doing things and a lot of unexpected places. The other thing and these are things that I embraced through that period, but I would reinforce it and probably try to amplify it. These things we talked about, understanding of empathy, a broader understanding that you can then dry in and create more narrow and targeted focus, breadth of reading. There are some people who read a lot of business books and there are some people who may read no business books.
I like to have a diversity of reading and try to consume as much as I possibly can. I would say too as much of that as you can because I think as you draw in these various pieces of knowledge that we’re in a world, that’s soundbite driven, very Apple news-driven. I try to abstain and I would encourage people to abstain from those little short snippets and actually read books. That’s where you get more complete thoughts. You get more diverse and interesting insights that make you a more complete person and that more complete person can deliver a better experience of whatever you’re doing, whatever you’re doing whether it be a marketing or go-to-market role or any other role. I think some of that is lost on society at large and certainly is lost on the younger generation because candidly of what they’ve been fed. I think that’s important. I’m reading Thinking, Fast and Slow as my latest book and next I’ll probably pick up a novel, whatever that might look like.
That’s a great piece of advice and a great note to end on. Reading and carving out the time to read every day or at least a couple of times a week. I think that’s important. I personally experienced a lot of growth. From that growth and insights, I’m seeing that on how it’s helping me shape my thinking and how I can help my customers better. That’s a key point there. Thank you for your time, Charlie. You’ve done a great service. Sharing your insights, advice and nuggets to the readers. Thank you for being on the show.
It’s my pleasure. Same to you, I appreciate what you’re doing and great service. It’s great to connect. Thank you.
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About Charlie Wilson
Proven leader with a mind for the big picture and an eye for the details. Twenty years of executive experience with pioneering technology, payments, and commerce companies. A natural networker, a quick study, and strong advocate of payment solutions for cannabis retail. Earned two engineering degrees: B.S., Arizona State University; M.s., Stanford University.
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