#WFU Episode 17:

In this episode, we discuss all things documentation:

00:00:00 - The horror of half-written SOPs

00:01:21 - Reunion in Mississauga

00:04:04 - Margarita mayhem and ketchup chips

00:06:24 - New job, new role, new challenges

00:07:58 - The cost of half-baked process sharing

00:10:26 - Documentation as onboarding lifeline

00:14:35 - How to document without losing your mind

00:19:03 - Holding your team accountable to SOPs

00:24:57 - From “I think” to “I know”: Building trust

00:29:08 - When you finally experience product value

And hey, we want to hear from you! What topics do you want us to tackle next? Reach out and let us know. Remember, we’re here to share how We Fucked Up So You Don’t Have To.

Reach out to Melanie: https://www.linkedin.com/in/melanie-faye/

Reach out to Stino: https://www.linkedin.com/in/stijn-smet-%F0%9F%90%B3-330435a9/

Sign up for the Lifetime Value newsletter: https://lifetimevalue.link/subscribe

[Melanie] (0:00 - 0:32)

Whether you're onboarding or not, as a new employee or as an existing employee, the worst thing is going into whatever you use for SOPs and seeing a half-written document or a title of something and a blank page. Or it's there, it's almost there, but there's no SOPs, there's nothing to follow. You can tell me when I'm on week one or week two of onboarding in a new job, you can tell me all of the processes.

You can sit there and explain them to me, but I am not going to remember it unless I write it down or unless it's documented somewhere for me.

[VO] (0:36 - 1:17)

Welcome to another exciting episode of We Fucked Up So You Don't Have To. Get ready to dive into the wild world of customer success with your hosts, Stino and Melanie. Join them as they peel back the curtain on their own mishaps and triumphs, sharing candid insights and practical advice along the way.

Stino, a charismatic head of customer success, brings his unfiltered wisdom to the table, while Melanie, the seasoned customer success manager, offers invaluable career insights. Together, they'll laugh, learn, and navigate the twists and turns of the customer success journey. So buckle up and let's dive in.

[Stino] (1:21 - 1:46)

Hi, everyone. We are back. We didn't fuck up for the last three months.

No, we did, but we needed some time to basically have, I think, season two, three. Well, we don't necessarily work in seasons, but your favorite unhinged, crazy duo is back together. So I'm super excited to kick a new era off for just the two of us.

[Melanie] (1:46 - 1:47)

Back where we belong.

[Stino] (1:47 - 1:52)

Back where we belong, behind the mic. How are you?

[Melanie] (1:53 - 1:53)

I'm good.

[Stino] (1:55 - 1:58)

Yeah, the last time that I saw you was in the flesh.

[Melanie] (1:59 - 2:04)

Yes, in person, which I still haven't posted about. I need to make a post about it, because it was the highlight of my year.

[Stino] (2:04 - 2:13)

Oh, same as well for me. Little Mississauga, spending 38 hours with you in beautiful Mississauga was literally the highlight of my trip.

[Melanie] (2:14 - 2:16)

Hanging out at the mall, like 12 year olds.

[Stino] (2:16 - 2:25)

Like the teenagers that we were. Also giving me clothing advice in Zara, where I was like, I only have half a pound, like half a kilogram to take with me.

[Melanie] (2:25 - 2:25)

What should I buy?

[Stino] (2:26 - 2:29)

What should I do? And then we bought an entire outfit.

[Melanie] (2:31 - 2:33)

That was fun. We'll repeat again next year.

[Stino] (2:33 - 2:46)

Please. Yes. And then I will come in an empty suitcase.

To beautiful square one. Square one. Back where it all began, where we had some great...

Tell me, how did that Nashville chicken taste?

[Melanie] (2:48 - 2:49)

How did what taste?

[Stino] (2:49 - 2:52)

The Nashville chicken sandwich. That sandwich taste.

[Melanie] (2:54 - 2:55)

I wouldn't know.

[Stino] (2:57 - 4:04)

So fun fact though, it was the end of my trip. So for people that don't follow me on LinkedIn or don't know me, I was in the States for three weeks and a half in Canada to visit our customers. And at the end of my trip, I was rounding up in beautiful Mississauga.

It's not Toronto. It was Mississauga, let's be honest. So I rounded up in beautiful Mississauga.

And at the last day, so right before I flew back home, I got to meet my bestie, Melanie, in real life and then in person. And we didn't eat whatsoever for the entire day. And I was then done with my customer meeting of that day.

And also I don't drink, like I didn't drink for over a year, but I was like four weeks, all like bad shit, crazy stuff happening and flight delays. And I was like, let's get ice cold margaritas. But the thing though, we knocked those margaritas down.

And then Melanie got like a little bit flustered. And she was like, is it hot in here? Or is it just me?

And then, yeah, all the rest is history. So basically, she went like, you know, that feeling where you're like extremely hungry. And then after a while, it just goes away.

Like you get over that hunger feeling. And then you start drinking alcohol.

[Melanie] (4:04 - 4:13)

And that's the dangerous part, because my blood sugar was way too low. And like, I'm old enough to know better, right? Eat something during the day.

[Stino] (4:13 - 4:19)

But that was the thing, though. You were like, yeah, I'm not feeling quite well the last time that I got it. It was on, what was it, on a plane?

[Melanie] (4:20 - 4:20)

It was on a plane.

[Stino] (4:21 - 4:25)

Yeah, where you were on a plane. And you were like, yeah, I nearly lost it.

[Melanie] (4:25 - 4:25)

Almost passed out.

[Stino] (4:26 - 4:32)

And you were like, yeah, it's not happening right now. And then five, 10 minutes later, she was like, yeah, no, not happening.

[Melanie] (4:34 - 4:37)

So that beautiful chicken sandwich went uneaten.

[Stino] (4:37 - 4:49)

Yeah, and you left me eating all of that octopus alone. And those fish tacos. And that steak.

Like, I was full. But it was beautiful.

[Melanie] (4:49 - 4:51)

Lesson learned. Okay, I need to...

[Stino] (4:51 - 5:04)

Lesson learned. And then we went to Walmart. And like, what was that account that we were looking for?

Like, that Walmart was the craziest Walmart that I've ever seen. It was very hard to find anything there.

[Melanie] (5:04 - 5:14)

We couldn't even find the basement where the groceries were. That's so true. It's gotta be here somewhere.

Oh, and then I introduced you to Ketchup Chips. Canadian Ketchup Chips.

[Stino] (5:15 - 5:30)

That was so amazing. Even after that entire dinner, and we went to bed like the grannies that we are at 8pm. And then I munched away on those chips in bed.

Like, there was no tomorrow. I was like, yes, I can get it.

[Melanie] (5:31 - 5:31)

Yeah, they're the best.

[Stino] (5:32 - 5:58)

They were the best. No, but it was a fun 48 hours that we spent together. But we're back to recording our fuckups.

And I think today, and I think it's a really good subject, because we need to congratulate you. You have switched jobs. You are going from an onboarding customer success manager to an enterprise customer success manager.

Cue applause music.

[Melanie] (6:01 - 6:23)

Yes, it was an exciting transition. I had been talking to Goldcast for a couple of years. We were just waiting for the right opportunity to open up.

And it finally happened. And so yeah, I made the move. And I'm just finished up week two.

So enterprise, totally different than onboarding and mid-market. So a whole new challenge.

[Stino] (6:24 - 6:29)

A whole new world. Cue out of the music. You are on a carpet flying away.

[VO] (6:30 - 6:32)

A whole new world.

[Stino] (6:36 - 7:58)

On your little carpet, on to the little island. No, but I think what I wanted to talk about today, because it really links up into your like onboarding now as well, is basically that entire capturing processes, learning new processes, and having the feeling from both ends, right? If people come to you with questions, if you have questions for people, it can sometimes be a tricky transition.

Especially in onboarding, but also further down in your career at the same company, especially if you're the one answering these questions. And I think, especially from a management point of view, the biggest fuck up that I have is explaining processes half-assed. What happens is if people ask us questions related to processes, we always have the feeling that we need to have that entire process written down.

For example, we use Custify as a CSP tool and our CRM tool. And when someone of my team asks me, like, hey, how do you do this in Custify? I think, yeah, but I don't have anything in Custify documented just yet.

So I block two hours of my calendar to get cracking on a couple of them. And then half-ass explain it, that one question that they have. But the first thing that gets flying off our calendar is that entire SOP process creation where I'm like, yeah, but I don't have the bandwidth nor have the time to do that.

[Melanie] (7:58 - 7:58)

Yeah.

[Stino] (7:59 - 10:26)

If you ask me one question, I'm good. If you ask me two questions, I'm good. If you ask me three questions about that same topic, I'm like, fuck you, leave me alone.

And then just answer it with one sentence. And that is the danger with getting questions and answering them. Because the thing is, you're not putting on your calendar, I need to get back to that person.

You do that between two tasks that you're doing. If you see it coming in, and if you're like me, you're like, yeah, I can't see that notification batch going to one or to two. So you're immediately responding.

But even if you're stressed, you're half-assing your answer. But that doesn't necessarily grow confidence in the one asking that question. If I'm short with someone, and it's not because of them, it's just because I received that exact same question for the third time this week where I'm like, how many times do I need to explain this?

That person maybe gets a little bit anxious. Oh, Stino is short with me. Did I ask something wrong?

Should I have been already further down my learning path? Am I dropping the ball here? And that's not necessarily the case.

They just caught me on a wrong moment. So in that sense, I think, yeah, I basically invented the fuck up game when it came to that. Like, yeah, when it comes to processes, because I'm like, everything is in your head, right?

And then when you would try to share it, the thing is also from my point of view, I need to really learn and I'm still on that learning trajectory that I can't expect someone to be caught up or a quick learner because I already know on how to do something. I was at one point during Will where I also didn't know it. And also I was the first CSM, so I basically invented the processes as well.

So I need to take my own learning curve into account as well. And that is a very hard thing to do as a manager, as a leader, because what comes to us as a second nature, you need to grow or you need to give time to the rest of your team to grow it as well as a second nature. I'm in this game, Will, already for three years.

I can't expect someone from my team to be at the exact same level as me after six months. And that is a very hard thing to do. So how do you handle that now that you're onboarding?

[Melanie] (10:27 - 11:43)

I think whether you're onboarding or not, as a new employee or as an existing employee somewhere, I think the worst thing is going into whatever you use for SOPs, like Notion or whatever it is, Custify, and seeing a half-written document or a title of something and a blank page or it's there, it's almost there, but there's no SOPs there. There's nothing to follow. And you can tell me when I'm on week one or week two of onboarding in a new job, you can tell me all of the processes.

You can sit there and explain them to me, but I am not going to remember it unless I write it down or unless it's documented somewhere for me. Like you're learning so much in your first few weeks and months of, it's just, it's not going to be top of mind when I'm trying to learn a process of how to handle an escalation or whatever it is. And I used to tell my customers this all the time in my last role, think ahead when you're scaling your business or when you know that there's going to be a time when you're bringing new team members on, think ahead and start building out your processes now.

So that's one less thing you have to do when you hire someone. And you're making it that much easier for them to onboard themselves in a way, and then just review with you when they need to. But all the documentation is there for them to learn it and then refer back to it.

[Stino] (11:43 - 13:07)

Yeah, 100%. I need to, like on the other side of the metal, it's very hard. If you are on your own tiny island and now you're hiring your first team member, it's very hard sometimes because if you're alone, you're not accustomed to documenting your processes.

Though I do relate to the fact that you're started to write something and then it's like half a page or blank a page because you're like, more to come, like TBC or I will get back to it. It's a hard thing, process-wise, right? Because sometimes we convince ourselves that it's easier to just jump on a call and explain a process, but that is not the learning curve that people are on.

I think you get so much information in the very beginning, but also later on, if a new product is going to be released or you grow into your role, even if you're a long time with a company and your role changes, it's a hard thing to do if you don't have the necessary tools to feel supported. And the thing is as well, if you don't feel supported, it creates this atmosphere from the employee side that the grass is maybe greener on the other side because that is one of the major turnover reasons within a company when someone doesn't feel supported. If they are anxious to ask questions, like that is not a nice feeling to have as an employee if you don't have that support system, right?

[Melanie] (13:08 - 14:06)

Right, or if you feel like you're bothering someone or you know everyone's busy and yeah, trying to ask questions or document things yourself, I think makes things really challenging. And also, if you look at this from like even a customer perspective, what would you want your customer? It's the same in onboarding, right?

You need to provide all of the steps and the info to the customer so that they have what they need to feel confident and comfortable enough to start using software. It's just like onboarding an employee too, same thing. They need what they need to be able to learn the platform, learn the business, learn the industry, all of the ins and outs.

It's been kind of interesting joining this new company as well because they're such a well-oiled machine. Everything is beautifully documented in Notion and I'm sure that took someone like years to get to that point, right? Not all companies are like that.

But I think there's tools that you can use too to cut down on, have you ever used Scribe for documenting?

[Stino] (14:06 - 14:07)

No, because I have a whale.

[Melanie] (14:09 - 14:35)

Oh, yes, okay, so you have a whale. But I used to use Scribe for where there were gaps, right? And then it just like records all of your clicks.

It like, it captures all of these gorgeous screenshots and then you just, it'll even capture the text for you of where you're clicking and what you're doing. That's kind of a nice way too, just to jumpstart things and start to get things put down onto where they should be so that other people can learn and start having fun.

[Stino] (14:35 - 18:51)

I've used Scribe in the past as well, but Whale has the exact same feature as well. To capture that, a little bit of product placement there. This is not a paid podcast.

It's just because I'm working for Whale. So it's a little cheeky product placement. But no, whether you use Whale or whether you use Scribe or whether you use Notion, I really correct the code when it comes to documenting your processes as a manager point of view, but also for yourself, right?

The thing is, the best tip that I can give is, because those 15 minutes that you respond to someone is not resembling on your calendar and it only gives you more additional stress. Because again, you're not putting on your calendar, I need to reply to this or I need to create a process. But the last one is something that you're going to create.

The rest is short. That is also the first thing that gets pushed back with a month because you have other important things to do. Let's be honest, documenting your processes is one, no one's most favorite thing to do.

Second of all, it's no one's core job to do. And I love the fact that you, like, the thing is, I love the fact that you stepped up on that, onboarding a new team member or onboarding someone internally onto a new part of the product or a new part of the process is indeed literally onboarding a customer. And I loved that you say that.

And that's also something that we often overlooked and it's really hitting the nail on the head. But my point here is that I've really cracked the code. Use a tool of your liking, like Notion or Scribe or Whale that has various easy features to capture your processes fast and in the most efficient way.

Is if you receive a question, it will always link to a process. It's always part of a process, step of a process or related to a bigger process. So what you basically want to do is instead of replying to someone in Slack or jumping on a meeting or building out a half as Google document or Word document is choose a tool of your liking and document that process as an answer to that question and store it already in the structure.

For example, if it's related to a tool that you're using, again, referencing Custify here. If someone asks me like, hey, how do we segment in Custify? I'm going to build a book that's called Custify.

And as you do in Notion as well, where you can easily like create sub pages and stuff like that. You're building already the structure of your process like Custify and maybe your sub would be segmenting customers. And every process that has to do with segmenting customers, you will create that as additional, for example, cards within Whale.

And then use the tools you're liking. For example, Whale has a very easy, similar to Loom like screen recording or we have the step recording as well. So using those tools, explaining the process are exact same tools that you would use explaining a process as a one-off.

The screen recording would resemble the meeting that you would have in. The step recording will be something that you would do by taking screenshots and writing everything out. But in that case, it will take me the exact amount of time doing the process as capturing it.

And then I would assign it via Whale because they have that feature as well. I would assign it to that person. And then also maybe to the rest of my team saying like, hey, this question came up.

I think everyone should be aware of this. And in the analytics, I can then view if they viewed it or not. So I can also hold them accountable because I'm creating the support system for them because they have questions and they exactly know where it stands and they can easily search for it as well with our super deluxe AI search functionality.

Yeah, no, she's the bitch. Like she is that bitch. Like she's called Alice and she's trained on everything that you put in Whale process documentation related.

She can find that information under a minute which is literally insane. But that's the thing though. If you start doing that, like capturing those and see those questions as part of processes in a month time, in two months time, even in three months time, you have everything documented.

[Melanie] (18:51 - 19:02)

Yes, exactly. Do you like it if your team members take on like the editing and the creating of those so that it's not on your plate? Like it's more of a team effort than, yeah.

[Stino] (19:03 - 21:04)

Yeah, because I have questions as well. Like I don't have ownership of every tool. For example, you use user pilots as well to create NM guides.

I am not the champion of that like tool whatsoever. Like Custofy is my baby user pilot is not something that I'm running. So whenever I need to do something a user pilot, for instance, or I have a question like Thomas who is on my team is going to capture that.

Like I made sure that members of my team have an area that they completely like champion themselves. So I expect as well that I have a question and they grew accustomed to it as well to capture that in Whale. And that's also basically something that I've teached my customers using Whale.

The lowest effort and the highest impact. And again, I'm so sad that I didn't get that as a tattoo, beautiful Mississauga. But that's the thing we don't need to see creating processes or resources for someone onboarding as a Mount Everest that we need to climb.

Also there, if you're onboarding someone new even if you just have 10% documented that's already a win. You can automate that 10% of written material or capture material and rest 90%. You're going to do that on the old way.

And the next onboarder is maybe three months out. Then maybe you already have 40% completely captured. 40% is still a win.

And I do think that people often see that as a mountain to climb. And I saw that as well for the longest time. Ooh, I need to create everything for this person.

But that's the thing though, that person has maybe not any value to it. That person still will have questions. So create parts of a process to their question.

If Janelle, for example, is asking me on how to do something in Custify, I'm not going to create an entire guide on Custify because she would have shitty value to it because she still needs to search for it. If I just then create that one part of the process and assign that to her, that is half a page. Basically, she's good to go or ready to go.

[Melanie] (21:04 - 21:43)

Yeah. I think too, a lot of new employees will just take their own notes and start to document things themselves. And then just enabling them to be able to create those SOPs if they don't exist yet.

Because I've seen this so many times where, and I did this myself too, I had really good notes. The documents didn't exist. The SOPs didn't exist.

And I never added to them because I wasn't really aware that I could or should. And then it just, it goes on forever, right? As having these empty pages that nobody is accountable for.

So yeah, I think just like jumping in and being able to help build out those processes make a huge difference for you as a new team member. And then anybody new who's coming on in the future. Yeah.

[Stino] (21:43 - 21:46)

Or anyone that is currently working at the company, right?

[Melanie] (21:47 - 21:47)

Yeah.

[Stino] (21:47 - 21:53)

Sometimes they still make mistakes as well. And that is something that bugs me. Everyone at one point will have their own truth.

[Melanie] (21:53 - 21:54)

Yeah.

[Stino] (21:54 - 22:11)

Like I have this documented and I have this documented. And no one is working following the exact same way. So just like contributing and working all together to have it stored in one place, that will already be like a long way coming.

That would already be the best thing possible, right? Yeah.

[Melanie] (22:12 - 22:17)

Shout out to Whale. Yeah. Makes it so easy.

[Stino] (22:18 - 22:39)

So if you navigate to usewhale.io, no, nobody doesn't. Like I will say this, I didn't use Whale for the last two years and a half. We talked about it in previous podcasts as well, right?

If you should be using your own, well, I used Whale, don't get me wrong, but I didn't use it to the extent that I was teaching my customers.

[Melanie] (22:40 - 22:40)

Yeah.

[Stino] (22:40 - 24:57)

Right? And then coming down from the States, I really cracked the code for my customers. And I was like, but I literally need to practice what I preach.

So I started doing that since the beginning of this year. The time that I have freed up, I kid you not. That is literally the first thing that I always say, like, I can't do this.

I was the first thing that you ask Alice. Oh yeah. I completely forgot that she existed.

And for example, and if they then respond to it, yeah, no, Alice can't find that information. Well, I will set some time aside for you, document that on Whale. And again, document that however that you want to like, of course, I'm not like forging you to go with Whale, just a little bit.

And then I assign it. And then in the analytics, I can hold them accountable because someone of my team, for example, asked me a question, I documented, assigned it. I noticed that person had done it, confirmed it as done.

So I know that person acknowledged that piece of information now existed. In a month since then, that person came back to me, like, hey, how do we do this again? I'm then like, okay, but you are not using, I can hold you accountable because you knew for us it's in Whale, but that you would know, hey, it is in that platform and you acknowledged it and I have proof of it.

And it's then a conversation of, yeah, like you're not using the tool. It's, I'm having a conversation because you're not living on par with the standards that we have to be naturally curious. Go and search for information.

Try to take ownership. That is not showing ownership if you're not even willing to search for it, right? And that's an entire other conversation to be had.

But that is for me, the major things this year, especially this quarter, it freed up so much of my time by not having these one-off answers that live in Slack or were in a meeting because that person or another person will come to your desk and ask the exact same question. And instead, you're not losing time creating that answer again. You are losing time because you knew you documented that answer once and you're losing 15 minutes, not typing out an answer, but you're losing 15 minutes searching where you put that information.

[Melanie] (24:57 - 25:04)

Totally, yes. Searching through Slack to try and find like, where do they have that conversation when someone answered that question?

[Stino] (25:05 - 25:12)

Oh, that's the worst. Who was the bitch that I had a conversation with? Sorry, I woke up and chose violence today.

[Melanie] (25:15 - 25:34)

And you know what? Let's tie that back to the customer experience one more time because I actually just love that you said that you're using it and you're experiencing all the things that your customer should be experiencing when you're using Whale. And that is so good for like sharing your stories and your use cases and all of that on your customer calls.

[Stino] (25:35 - 26:12)

Yeah, I really have a feeling that I cracked the code. And I think if you don't have the feeling that you've cracked the code, try using your own product. And again, I've used Whale.

I'm not saying that I didn't use Whale for the last three years, but it wasn't on the exact same way that I was preaching. Like I documented my process and I built training flows and yada, yada, yada. But yeah, I saw the light after Pizza with Ranch.

And I was like, when I'm coming back, I will try this out. So basically Pizza and Ranch is Jesus Christ.

[Melanie] (26:14 - 26:22)

You know, the next night after I got back from Mississauga, that's what we had for dinner. We had Pizza with Ranch because I just couldn't get it out of my head.

[Stino] (26:22 - 26:27)

Next time we're not going to eat fancy or just going to go to Papa John's.

[Melanie] (26:28 - 26:28)

Pizza with Ranch.

[Stino] (26:29 - 27:12)

Yeah. Pepperoni Pizza with Ranch, that is. No, but try using your own product as well.

I must say it's one indeed to capture like what your customer really should be doing. And I know it's hard. Like, for example, you are a keeper.

You're not an accountant, so you wouldn't be using that. But it's also maybe an unpopular opinion. Go for CSMs that have maybe a little bit of, I know, I know.

You shouldn't be an industry expert to be a CSM because you're all about proving the value. God forbid I wasn't an industry expert in creating. I'm not an operations manager.

But I started to use the products like how I was teaching my customers.

[Melanie] (27:13 - 27:14)

Oh, yeah, totally.

[Stino] (27:15 - 27:25)

Yeah, so industry experts, hiring as a CSM is not a bad thing. So for example, having a background in accounting wouldn't be necessarily a bad thing.

[Melanie] (27:26 - 28:18)

No, 100%. I would have had a totally different way to teach the software and just share the value if I knew how to use it as an accountant or a bookkeeper. I do think that's really important.

And you learn it, and you can get there and learn the language and learn how to speak to the customer. But it definitely took me way longer than if I had that knowledge coming into the job. Yeah, it's kind of an interesting balance.

You can teach CS skills, I think. So like on a technical product, like an accounting product, I think it would almost be beneficial for the company to have someone with a strong background in accounting and then learn those CS skills and not necessarily the other way around. Although I did get there.

It just took longer than... Probably for me, it took longer than everybody else.

[Stino] (28:20 - 29:07)

Yeah, no, I love that. And I think that's a conversation for another episode. We can grab so much stuff from this episode and then just break it down into separate episodes.

No, this is an interesting thing because it's one thing learning a value of a product. It's another thing to experience the value of a product. And I think there is where the fine line is.

If you are just starting out or you're onboarding your manager or someone else who is guiding you through the onboarding will say, hey, this is the value of our product and this is what our customers can do with this. And this is a problem that we solve. Sure, I believe you.

I'm not going to try to argue you that it's not.

[Melanie] (29:07 - 29:07)

Yeah.

[Stino] (29:08 - 29:39)

Which is fair. And again, I had that come to Jesus moment when I started to use the product and I experienced the value, right? Because I saw it for a time of my day.

So in that sense, try to experience the value of your products as many ways that you can. For example, we're going to record our next episodes on a new product of your company. So in that sense, we're going to experience the value of that.

[Melanie] (29:39 - 30:05)

So we are. I'm excited about that. And you know what?

You know what I did? We can take this offline later, but I took your link from your podcast with Christy. I took one of your YouTube links and I put it into Goldcast and it generated all of this content for you, like social content, a blog post, everything.

It broke it down into these little video snippets. It was very cool. I was like, oh, I need to send this.

Just, you know, I just did it yesterday.

[Stino] (30:06 - 30:12)

But there you go. Value, experience the value of your product. Totally.

[VO] (30:14 - 30:15)

OK, we went off on a tangent.

[Stino] (30:17 - 30:28)

Let's turn this into a musical. Oh, my God. This is something that we imagine we fucked up.

So you don't have to. The musical Broadway coming to you in 2026.

[Melanie] (30:29 - 30:31)

I don't think anyone would pay to see that.

[Stino] (30:32 - 30:42)

What? Like you and me and leotards and tattoos. That will be.

I will buy a ticket to see that.

[Melanie] (30:43 - 30:45)

OK, you'd be the only one.

[Stino] (30:45 - 30:50)

With pom poms. Oh, my God. Do have more trust in us, please.

[Melanie] (30:52 - 31:00)

Yeah, we're not stage people. We're helping you. We fucked up so you don't.

That's what we do.

[Stino] (31:01 - 32:15)

That's what we do. And we will keep still fucking up the remainder of 2025. Guys, thank you so much.

I think I want to basically baptize this episode as the new episode of a new season. I think we've been out for it for a while. So if you are seeing or hearing this episode, see this with new cover art.

We are rebranding, but we will still be fucking up. But we're going to rebrand. Let's do a rebrand.

Let's do a full rebrand. We are on the market for over a year already. Let's do a fucking full rebrand.

And who knows? Maybe we will fuck up as well. But for people that are onboarding or onboarding people or just in general, if you want to share knowledge with your team, instead of going off on a limb, capturing processes in Slack or on a Zoom call or in a Teams call, try to already build out the structure that you're currently using for your knowledge, whether that's Notion, whether that's Scribe, whether that's Google Drive, SharePoint.

You should be ashamed that should have been Whale. That is a really easy way to free up time to create knowledge and share that knowledge, impactful knowledge for the rest of your team.

[Melanie] (32:16 - 32:23)

And don't overthink it. Keep it simple. You can keep editing and adding to it as a living document.

[Stino] (32:24 - 32:45)

Basically, the highest impact with the lowest effort. That is what we're going. I love the thumbs up.

That was the smoothest thumbs up I've ever seen in my life. That came from like a 90 degrees angle that went, whoop. Please don't keep this and I made this a short.

Let's just, that was the smoothest.

[Melanie] (32:45 - 32:45)

In slow motion.

[Stino] (32:45 - 33:10)

Yeah, that came literally from a... No. Thank you guys so much.

I know the waiting was long, but I promise that we're back at our normal cadence and we will still be fucking up. This was the longest outro ever, but we love you. We appreciate you and thank you for supporting us at the WeFuckedUp so you don't have to show.

Talk to you soon, guys. Bye-bye.

[Melanie] (33:10 - 33:10)

Bye.