AI, Audience Insight, and the Future of Product Marketing With Thereasa Roy
Learn how an AI product marketing strategy helps lean teams use customer insight, smarter automation, and cross-functional alignment to drive growth.
Learn how an AI product marketing strategy helps lean teams use customer insight, smarter automation, and cross-functional alignment to drive growth.
Director of Product Marketing at Oversight
Thereasa Roy is the Director of Product Marketing at Oversight, an AI-powered finance risk intelligence company that helps organizations uncover spend risk, strengthen compliance, and automate audits. With more than 15 years in B2B technology marketing, Thereasa translates complex software and AI capabilities into clear business value for finance, audit, compliance, and risk leaders. She specializes in positioning, messaging, product launches, customer insight, and cross-functional alignment that supports adoption and growth.
Product marketing connects customer needs, business strategy, and go-to-market execution. As AI changes how teams research audiences and create content, how can marketers move faster without losing the customer insight that makes their work effective?
The answer starts with understanding the audience before choosing tactics. Product marketing expert Thereasa Roy explains that customer conversations, call recordings, and the exact language buyers use provide the strongest foundation for messaging, campaigns, and product decisions. AI agents can expand coverage and automate routine research, but they cannot replace context, experience, or deep market knowledge. Thereasa recommends aligning priorities with company goals, using automation where partial coverage is acceptable, and investing in specialists where expertise is essential. Together, these practices help lean teams stay focused, communicate across departments, and build marketing strategies grounded in real customer needs.
In this episode of Cyber Funnel, Thorn Compton talks with Thereasa Roy, Director of Product Marketing at Oversight, about AI, audience insight, and the future of product marketing. Thereasa explains how lean teams can prioritize work, use customer language to strengthen messaging, and apply AI without sacrificing expertise. She also discusses cross-functional alignment, brand building, and calculated risk-taking in cybersecurity.
This episode is brought to you by Amplifyed.
Amplifyed is a specialized SEO agency, and we partner with in-house marketing teams to boost search visibility, drive qualified traffic, and turn organic search into real pipeline growth.
From technical SEO to content strategy, Amplifyed handles the heavy lifting so your team can stay focused on building and selling. If you want to show up when your buyers are searching, Amplifyed helps you get there.
To learn more, visit us at amplifyed.io.
Powered by Rise25 Podcast Production Company
Intro: 00:02
Welcome to the Cyber Funnel podcast, brought to you by Amplifyed. Where we feature the top minds in cybersecurity.
Thorn Compton: 00:14
Welcome to the Cyber Funnel podcast, where we're lifting up the people behind the brands across the cybersecurity industry. I'm your host, Thorn Compton, and some of my great past conversations include longtime CMO and former multiple company for multiple companies, Melissa Goldberger and RedSeal senior digital marketing manager Renee Haas. Today, I have the pleasure to welcome oversight product marketing leader Thereasa Roy into the cyber funnel. How are you today, Thereasa?
Thereasa Roy: 00:39
I'm well, how are you? Thorn. Thanks for having me.
Thorn Compton: 00:42
Of course I'm happy. I'm not outside. Where it's 93 degrees. We are, for those watching this in December being like 93 degrees, this was filmed in June. Yeah, we're doing good.
Of course, this episode is brought to you by Amplifyed the Agency for Cybersecurity Companies Amplifyed serves cybersecurity marketing teams by driving more leads from Google and AI search. We handle all the heavy lifting. Know the exact levers to pull to get you more skills. I don't have to tell you, Thereasa.
As a former partner of ours, how effective Amplifyed its tactics can be. But arguably our best advantage is we speak the language of cybersecurity. Yeah. Learn more at amplifyed.io. That's amplifyed.io.
Don't forget that. Now, speaking of the language of cybersecurity, like I said, product marketing guru Thereasa Roy joined me today. She's really been around in a lot of different places in the cybersecurity industry around product marketing. So I'm really excited to kind of pick your brain about some changes you've seen really in the last kind of five years in that area.
Thereasa Roy: 01:52
Thank you. Thanks for having me. Yeah, I've had a career that has spanned many industries, a couple of different stints in cybersecurity. And yeah, happy to be here. Lovely.
I love to talk about product marketing. I really feel like it is the heartbeat of a lot of organizations. And when I started my career, there was no such thing as product marketing. And it's been really great to kind of see it come into its own. So happy to be.
Thorn Compton: 02:16
Right in that fun that it's, oh, wait, we need to actually market the product and not just the brand. That's yeah, I guess that is, that's a crazy idea, right?
Thereasa Roy: 02:24
Yeah, yeah. And it used to be all just about like campaigns like, oh, well, we could talk to this pain point. And so therefore we can, you know, I don't know, come up with a silly campaign that would make sense for that. And so that's how I, that's actually how I started my career was in demand Gen. I just did demand gen work and we did campaign after campaign. And yeah, it all tied back to the brand, which was great.
But there's some real value in understanding, I think, I think, you know, your platform and your product and being able to say to folks, this is kind of the vision, this is our strategic plan for the product and that and that, that really gets clients excited too, because they'll be willing to jump on board to a platform that, I mean, as we know, the pace at which delivery is happening every day, like they have to buy into not just a product that works today, but a product that's going to work five years from now or not even that two years from now. And the amount of development that's going to happen in these next two years is going to be, I mean, ten X, what it was five years ago.
Thorn Compton: 03:25
So yeah, we're going to put a feather in the, on the brand marketing side of that too. First, you talked about the importance of getting to know things. And we're going to get to know you a little bit with our lightning round. Thereasa, first question for you. What was the last book that you read?
Thereasa Roy: 03:43
So I recently started joining a book club with my best friend and my sister-in-law. And one of the most recent books that I've read was called Birnam Wood. And it was actually where we read novels. And it was actually a pretty book. Without saying it, there's a lot of energy at the beginning of the book.
That made me a little sad, but I made my way through. And by the end of it, I was very happy with the outcome. Yeah. So it's good. It's worth it.
You just have to hold on. For the first half.
Thorn Compton: 04:24
I am part of a cult, a strong word, but there's a, there's a very strong group of men that, and I say specifically men. And there are a lot of women that are really into it. Brandon Sanderson has a group that has a book series called the Stormlight Archive. And the first book is called The Way of Kings. And as, as a lot of us say, it's like you have to read the first 600 pages, and I promise you, it gets a lot better after that.
And the amount of people I've told that to, and they go, but, but I don't want to read those first 600 pages.
Thereasa Roy: 04:53
600 pages in a year is a lot for some people.
Thorn Compton: 04:56
Look, I promise you, it gets so much. Yeah, that book was funny because like, it took me a year to get through 600 pages. And then after that, I read the rest of that book, which is another 600 pages. Plus I'm looking at them right now, and I don't like thinking about how much content I shoved into my brain in this time period. But it took me like five months to read the next four books after that.
So it's, it's, you know, it's nice when you get something that takes your attention, right?
Thereasa Roy: 05:23
Totally, totally. Yeah.
Thorn Compton: 05:25
What was your first concert you ever went to?
Thereasa Roy: 05:30
The first concert was Paula Abdul.
Thorn Compton: 05:33
Do you remember what she closed with?
Thereasa Roy: 05:35
Oh my gosh, no.
Thorn Compton: 05:38
That would have been if you would have pulled that. I'd have been. So that'd be.
Thereasa Roy: 05:42
I was in seventh grade. That was so long ago.
Thorn Compton: 05:46
Oh, what are you talking about? That was like ten years ago. What's your favorite? What's your favorite concert you've ever been to?
Thereasa Roy: 05:52
My favorite concert was a show that I saw. I can't exactly remember. It was somewhere between 2014 and 2016 at the Boston House of Blues. We saw. Lord Huron, but Nathaniel Rateliff opened for Lord Huron and we were blown away.
It was, I mean, still hands down, like two just solid performances in that venue. For folks that have never been to that venue, it's indoors, it's small. There's, you know, low levels, but it's mostly like GA is generally like a single floor. So you're just right there feeling them. I mean, they were so close and the music was so good.
Anyway, it was, it was awesome. Yeah.
Thorn Compton: 06:38
That Nathaniel, there's a reason they call it the night Sweats with him too, because the guy puts on an energetic show, to say the least.
Thereasa Roy: 06:45
Yes, it was very fun. Very, very fun. Yeah, I would love it if they went and toured again. My dream tour would be Nathaniel Rateliff, Lord Huron and Kings of Leon.
Thorn Compton: 06:55
And Kings of Leon.
Thereasa Roy: 06:56
And if they all played at Red rocks, I would be like, yes, okay.
Thorn Compton: 06:59
Throw. She will throw all the money at that.
Thereasa Roy: 07:02
I will, I will, I will go, I will do the VIP seats, I will be there.
Thorn Compton: 07:06
Whatever. I love the venue, you know, I love that you're an early mover on Nathaniel Rateliff and that also that you're an early mover. Like you said on product marketing, you've seen a lot of change in product marketing really in a while. Even just looking in the last five years, what do you think about the state of product marketing now compared to it was, you know, kind of coming out of Covid?
Thereasa Roy: 07:29
I joke that we have a more problem and not in a good way because we are asked, we, I feel like product marketers as heartbeats of organizations, we've always been kind of like the hub, right? We've got sales enablement as a responsibility. We have to talk to product leaders about what's coming down the roadmap. We have to talk to CS to get feedback about what's going to work and work that into the roadmap. We have to talk to sales and make sure that they know and to get their feedback about the roadmap.
We have to talk to fellow marketers about, hey, we've got this new launch. How can we work it into existing campaigns or events or PR or whatever it is? And then also, a lot of us are lucky. Maybe that's enough to get access to leadership, right? And then being asked lots of questions.
And depending on the organization you're at, you could be responsible for pricing and packaging. Then you've got to do competitive Intel. Then you've got to do, you know, generally what's happening in the market. So there is a ton of responsibility for product marketers. And I used to work on teams where it was like, we either would have vertical product marketers where they would know everything about their specific segment and all, you know, they would have to do all of those things, but it was just for a specific segment.
So they got really good at their audience, which is great. Oh, I forgot to mention customer research as part of that.
Thorn Compton: 08:46
Oh, and customers.
Thereasa Roy: 08:46
Research, right? I'll just keep listing it. Somebody should be taking notes on this Bulleting. But the other or you have horizontal product marketers where they are good at kind of a function across. You have somebody who's really good at competitive Intel, or you have somebody who's really good at pricing and packaging, or you have somebody who's really good at sales enablement.
So it really depended on the organization kind of how I ended up there. And in some cases, we had folks that were called segment managers. So maybe they kind of did like a little bit of both. And so I think that one, we, I have, I have recently transitioned into a new role. And so I've looked and had to go through a fair amount of interviews.
And there are no teams that are not big anymore. They are lucky if you're a team of 2 or 3 product marketers and. And in most cases you are a team of one. And I think that that's true not only for product marketing, but marketing in general. Like, I mean, I've been a startup marketer for, you know, small teams where I have been a marketing team of one who starts with product marketing.
Yay. But then has to eventually roll into a demand gen function or a brand function or, you know, kind of whatever the organization needs next. And so I just, I think in general, like we're just being asked to do more with less. And I, as everybody probably has, you know, have adopted a fair amount of agents and AI tools to be able to do this. I think back in the day, you know, you could solve the competitive Intel thing with tools like clue or.
There were other ones. I can't remember the names of them. But anyway, and you could solve, you could outsource like, you know, your SEO or your work to other teams that kind of had expertise And. But you. You still had to do it.
There was still a fair amount of work that had to actually be done. And through the product marketer. Now, you know, I have a competitive agent that I can run every single day. It runs automatically every week. It sends me an email like, this is what's happening with the competitive updates that gets, I can filter through that and then send it out to sales to be like, hey, this is what we're hearing, which is great, but it doesn't catch everything.
And that's the trade off, is that we are giving up deep knowledge and expertise and we are having to solve, and we are just solving for like, like, you know, a two inch layer of like coverage. Yeah. And in some cases, that's okay. And it is what it is. It really does depend on the organization, right?
If you're not in a highly competitive market, then you don't necessarily need a competitive person who's constantly looking at your competitors.
Thorn Compton: 11:32
Right?
Thereasa Roy: 11:33
If you are in, you know, deep in the weeds with, you know, your organic traffic is tanking and you desperately need somebody to make sure that that is going to work. Or all of a sudden your audience is not using Google anymore. They're now using other tools than you need. You need an expert that's going to be able to figure that out. So I think that really doesn't get me to the answer other than there's a ton of change, there's a ton of requests for more.
And I think for me and for me, I think other marketers in general, it's just important to think about one. What, what do you know, what can you do? Well, right? So you have to understand your own strengths and what does the organization need? You know, if the goal is growth, then what does that, you know, what does that mean for your organization?
What does that mean for your marketing team? If the goal is sustainability, if the goal is retention, all of those things will mean different things for your marketing team and how you structure it. And then what you can get away with is kind of like, you know, a 70% coverage or not even a 70% coverage for like a 20% coverage versus like you need an expert to be able to dig in on stuff. So that's a long winded answer.
Thorn Compton: 12:44
Hey, we love a long winded answer. It's like, this is a podcast, but it's, it's, it's almost to the point where like, you feel bad for new people coming into the market because like, they have almost no way of a context of like what they should be trying to get these bots to create.
Thereasa Roy: 13:00
Yeah, no, I completely feel this. And it's funny, ages ago, I wrote this blog post. I don't even know if it still exists anywhere, but I wrote this blog post about how if you're new. If you're a recent college grad, because I just finished my. I went to undergrad.
I went right to work. I kind of started out in sales, then got my marketing chops after I kind of, you know, took a pay hit and then went to join marketing. And I went back and got my MBA while I was working and I got out of my MBA and I was like, I really thought like, I would like, know more. I'd be able to, like, do more. And I was like, it turns out I got more experience by just doing the job.
And I wrote this blog post that was like, you need to learn. If you're a new marketer, you have to learn Salesforce. You have to learn how to run a PowerPoint, like, and you have to and how to build a great PowerPoint, but you also have to know how to work, Excel and like pivot tables and run your numbers. And, and there's a tool called, oh God, this is going to age me, but there's a tool called SPSS. Way back in the day that I was like, you have to.
Thorn Compton: 14:01
Learn.
Thereasa Roy: 14:02
This. Oh my God, oh my God. But like, you know, like these kinds of tools that I used to use, I was like, if you came out of school, even undergrad and had that kind of experience, you'd be so much better off. But today, like, it doesn't even help to know those tools. You have to like all of this context.
I just can't imagine walking out of an undergrad program and being able to effectively run marketing, do marketing without the context or experience from people that have done it before, that know what good looks like, that have tested a bunch of things to say, oh, this, this works. This doesn't. The one thing that I would say that can set new folks apart is their commitment to understanding their audience. Yeah. Because no matter what, if you have the voice of your audience and you are within your organization repeating and repeating and repeating, nope.
This is not what our clients want. Our clients have said this. They want this. They don't want that. They only care.
You know, we remind people, these folks are busy. These folks, you know, are constantly inundated with whatever it is. And I think that that's probably where most folks without the experience can dig in and really figure out how to be a great marketer, because that sets the foundation for everything else, right? Once you really understand your audience, you can go create some demand gen campaigns, test them out and then see what works. Then you have that experience.
And so you understand your audience as a foundational piece. And then from there you can parse out time to be like two weeks of just demanding gen work. Yeah, two weeks of just competitor work. Two weeks of just SEO work. Two weeks of, you know, pricing work, whatever it is.
And again, those paths will be determined based on what your organization, you know, what the strategy, what the strategy is for your organization.
Thorn Compton: 16:01
I like to say that if everything's a priority, nothing is with me, especially whenever with less resources, with less people. So what if you had to, you know, gun to your head, say this is if you had to set a priority. We're pretty. I'm pretty well established like I'm a lead gen guy. Like ultimately, if you're not bringing in new leads, you are struggling in other places. Would you also agree that that's probably top level priority.
Thereasa Roy: 16:32
For all marketers or for me.
Thorn Compton: 16:34
For you and, you know, just marketing in general?
Thereasa Roy: 16:36
Yeah, I do think, yes. I mean, because. No matter how good your relationship is with your sales team, if they're not making the revenue numbers, the first people they're going to point at is you. And so, and it's an easy cut for folks to make. So selfishly, because we all want to keep our jobs.
Yes it is.
Thorn Compton: 16:56
Yeah. And because well, especially nowadays with, with, with AI, topical authority is so important. And so you have to, you kind of have to have surround sound. You have to have a blog that's talking about the like one on one level side of this, as well as the content specifically talking about the product and specifically selling like the lead gen style topic. It's like you have to go all the way through the funnel.
That's where we got the name from. So really, really going back to that audience thing, How do you get to know your audience and know exactly who you're trying to target with the specific products that you have?
Thereasa Roy: 17:33
Yeah. I have been lucky enough to work at startups that have at least had some customers. And so no matter how small your audience is, being able to get on the phone with them or get record call recordings from these folks, there is nothing better than coming than actually hearing from the horse's mouth, as they say, what challenges folks are experiencing. And you don't even have to be there to ask any questions. Just listening to the way that they speak, listening, watching their inflections, listening to their tone of voice, understanding kind of the pain.
I mean, what is it? 80% of human communication is non-verbal. So getting all of that stuff from somebody by listening in some form or other, I think is, is really the most valuable way if you're lucky enough to be able to get on the phone with them, then you can go down the deeper holes of, you know, not only your paint, the obvious stuff, the pain points, and, you know, tell me about your persona and like, you know, your team and organization, stuff like that, but also things that are really, you know, like, where do you spend your time when you're looking for new information? Where do you go first? Is it because that will define, you know, if they're like, oh, no, I have a small group of, you know, C level executives that I talk to on a regular basis.
We're in a WhatsApp group. We meet up every six weeks. That's different. Like that's not, you know, okay, so how do you get into how you get into those folks? Or, hey, I belong to this, you know, I don't know, executive level marketing community.
And they do sponsored events across the country. And so I will attend those virtually or in person. Okay. Well, as a marketer, if you're trying to break into those folks, that's going to change your strategy. You're going to do more event based marketing versus, you know, a bunch of paid ads that these people are like, yeah, no, I'm never on LinkedIn because it's a cesspool.
Okay, cool. I'm not going to bother my time with LinkedIn. So I start with kind of, however, whatever information you can get. The other thing I would just say too is when you're listening, however you're listening, pay attention to not only the nonverbal communication, but the words that people use because you should be using those exact same words in every part of your output, right? It should be in your keywords.
It should be in your content, it should be in your ads because you need to be able to speak their language.
Thorn Compton: 19:59
So yeah, it's one of the fun things about the advent of AI and the advent of being able to actually chat with AI is there's a lot of great ways to be able to reverse engineer and say, hey, how is your audience specifically talking with AI and being able to get that words, creating FAQs, answering the questions they're asking. It's like on the same side, communication between silos sometimes is like a weird thing that doesn't happen. And I've always noticed that the most effective cybersecurity marketing teams are the ones that they're not fully siloed. It's the sales team, is in communication with the marketing team, and is in communications with the ads team. It's when everyone's kind of moving in lockstep, you're going to move faster than if you have a bunch of different silos kind of trying to accomplish generally the same goal, you know?
Thereasa Roy: 20:50
Yeah. And that's why I feel like product marketing is so valuable because we really do act between, we act as that hub that sits in between all these spokes, you know, some and even like, you know, there's some animosity between marketing and sales folks sometimes about they don't understand my lane and my job is really hard on both sides. And so being able to kind of bring it to a somewhat neutral party to be able to say, this is what I'm seeing, this is what I'm hearing, this is why we're doing it this way and then receive that feedback. I joke about the fact that sometimes we become as neutral as, like, an agent or your AI tool, because we have to be, because we represent the connection between all of these folks. And we have to listen to what they're saying when they come back because, no matter what, it takes a lot of energy and effort.
And I think sometimes a little bit of bravery for people to provide feedback. And so no matter if you've gone through the effort of providing the feedback to somebody, like a sales person says to me, Thereasa, the ad copy is horrible. And here's the seven reasons why. Thank you. Thank you for reading my stuff.
Thank you. Okay. Nobody reads anything these days. I'm so grateful that you bothered to read it. And I know that you're bringing me some ideas that are based on your level of experience And, you know, you've been here longer than I have.
You've been here as long as I have. You have some content. You've done that job before that we're trying to, you know, attract like whatever it is, we have to be open to that kind of feedback and not get too precious about the things that we create because we're not curing cancer.
Thorn Compton: 22:36
Before, before moving to SEO, I was a, I was a, I was a journalist and my last.
Thereasa Roy: 22:42
Job, of course you were.
Thorn Compton: 22:43
I, I know, and so I was an editor actually. And my favorite thing I used to have is whenever I used to have a bottle of a bottle of Irish whiskey that's called, that's called Writer's Tears. And I would keep it on my desk. I never would drink it. It was there.
It was a rainy day thing, but it was really there for if anybody ever came up to me with an issue with anything like an editing I ever had, I just pulled it out and be like, you can add more to this if you really need to. So, you know. On a different note, so product, product, product, but how important specifically right now is brand and building brand in the digital space.
Thereasa Roy: 23:17
Yeah. Right now, where I am, we're in the middle of a category creation, which is no joke. And yeah, and that is, I think it's second to brand in terms of level of effort.
Thorn Compton: 23:36
But it's still there. Yeah.
Thereasa Roy: 23:37
Yeah. And I think that it but back to your question, I think that brand and or category, like whatever it is, whatever you're trying to build, I think that it's obviously very important because your brand represents kind of anything else that somebody is going to hear. And if they have a positive experience with it, great. If they have a negative experience with it, then anything else is going to be like right through their ears. They aren't even going to hear it or read it or whatever.
I think the thing that people underestimate or they think is that brand is only related to marketing and brand is not. Brand is your entire company. It is anything that people touch. It is people going to a Sunday barbecue to tell their friends who they work for and if they're happy. So I think people think that brand is just like, oh yeah, the colors and the pictures and the, and the font and the, you know, and the name or the logo.
That is not at all. It. And when you are embarking on a rebrand, I've done brand refreshes, I've done rebrands. I'm in the middle of a category creation. I think I have patience.
Yeah. Patience and expectation setting from the, from the entire organization, but mostly from your ELT who's, you know, if you're embarking on this path, it is at least a two year journey, you know, six months just to get the new stuff out the door, but then 18 months of just educating and reinforcing. And, you know, we don't use that tagline anymore. Sorry, we need to change it, you know? Hey, this is a new category.
It's going to adjust everything. I mean, it's all the cell sheets, all the web copy, all the blog posts, everything, all the sales training, all this. Yeah. Like how the CS team talks to their client. Everything is going to change.
And I think people underestimate how heavy that lift is after the launch of the new brand.
Thorn Compton: 25:35
I mean, there's literally an entire movie made about how Nike actually turned their brand into something that.
Thereasa Roy: 25:40
I just watched that the other night.
Thorn Compton: 25:42
It's a great movie. And they had to, they had to take risks and they had to be patient with it.
Thereasa Roy: 25:48
Okay, can we talk about this? I know this was not on the agenda.
Thorn Compton: 25:50
Go for it. Let's talk.
Thereasa Roy: 25:51
About risk. Let's talk about risk taking in brands for cybersecurity. I think one of them I mean, I am probably not . I know I'm not alone, but there are so many obviously normal, just boring.
Thorn Compton: 26:08
Boring.
Thereasa Roy: 26:09
So boring. Brands and cyber.
Thorn Compton: 26:11
Same thing over and over.
Thereasa Roy: 26:12
And they are exactly. They say the same thing. And I think that that's occurring across all of software, like all of SaaS etc. I powered, I went to, I just went, oh my gosh, I was just at a Gartner CFO Conference and there, it was every booth powered by AI. Blah, blah, blah, workflows, blah, blah, blah. So I think that especially in really crowded categories like cyber, the one of the ways that you can really stand out is by coming up with a brand that has some personality, right?
Yeah. Is, is funny, is irreverent, whatever it is, is insanely polite and like a British butler or something, you know, but you need to have a personality behind your brand in order to stand out. And I think that's something else that people don't. I think you end up with, you know, 17 chefs in the kitchen and it gets boiled down to a broth that tastes like nothing. Okay.
So it's just not. And I, and I think that people, and I think leaders are scared, I get it. It's, you know, you're VC funded and the board has things to say about the brand and you have to be really strong in your opinion of that. Or you have to hire somebody, you know, a marketer that you trust implicitly. You give them the budget for and the space to, and then you are willing to test and wait for the results.
But I've seen so many times where it just becomes like this wishy washy, like, yeah, we totally want to be edgy. And then it's like, do you really, you don't really want to be edgy because your copy is not edgy. It's saying the same thing. And so I, it's.
Thorn Compton: 28:00
Got a splash on it.
Thereasa Roy: 28:01
Yeah. It's got a different color red.
Thorn Compton: 28:05
Right?
Thereasa Roy: 28:06
Okay.
Thorn Compton: 28:07
Actually say something different.
Thereasa Roy: 28:09
Yeah, yeah, yeah.
Thorn Compton: 28:12
I completely agree with you, Thereasa. Hey, this has been fantastic. I have one more question for you. But before I get into that, I want to point everybody to y'all's website, oversight.com. And it is oversight.com.
It's changed from oversight systems. Fantastic.
Thereasa Roy: 28:27
Yes, SIGHTSIGHTSI.
Thorn Compton: 28:31
Oversight. sight.com. Also, where can they find you, Thereasa?
Thereasa Roy: 28:36
I am on LinkedIn slash in slash Thereasa. Roy but if you know me, you know I love extra vowels, so it's THEREASAROY. So that's it.
Thorn Compton: 28:53
Fabulous. And my final question for you is, who are you? You've mentioned it a couple times. You've been really blessed to be with a lot of great teams who are some, you know, some mentors, some people that you've had in the past that have kind of helped you get to where you are today?
Thereasa Roy: 29:06
Yeah. I learned my love for customer feedback working for Ned Dwyer, who's actually at a customer research platform company. And he was fantastic about understanding the value of it and, and kind of allowing me to perpetuate that throughout all of our marketing comms, some of my favorite marketing, like CMO leaders. I'm really lucky to work for one right now. Jeffrey Chancellor and I've worked for another one named Scott, and he is actually now an exec.
He's like an executive coach who is fantastic. Yeah. And comes with all that marketing expertise. So yeah, it's, I, I have been really lucky. I know some amazing product marketers.
I've worked with amazing sales enablement folks, some of my favorite product marketers, Shane Ernst, who's at Camunda right now, my favorite sales enablement woman is named Gillian Marino. And she was at she's, I think she's still at the pub club. So lots of. Yeah, we. Joe, Gillian and I joke that we used to be called peanut butter and jelly because we are just a perfect little mix.
Thorn Compton: 30:24
You just missed. You know, it's so funny. You never really realize the impact you can make on a person. And, you know, even just the little bit of mentorship that you can give somebody. Thereasa, this has been fantastic.
I'm so excited for people to get their ears on this. You have a great rest of your day and we thank you for coming on. You've made it through the Cyber Funnel. Congratulations.
Thereasa Roy: 30:44
Thank you so much, Thorn, I appreciate it.
Outro: 30:46
Thank you for listening to the Cyber Funnel Podcast. Tune in next time for more tips and insights, and be sure to click subscribe for future episode updates.
