{"id":353,"date":"2025-02-04T15:00:00","date_gmt":"2025-02-04T16:00:00","guid":{"rendered":"http:\/\/www.hudsonpcrepair.com\/?p=353"},"modified":"2025-02-22T16:21:41","modified_gmt":"2025-02-22T16:21:41","slug":"gtm-132-the-rise-of-the-operator-with-casey-woo-special-announcement","status":"publish","type":"post","link":"http:\/\/www.hudsonpcrepair.com\/index.php\/2025\/02\/04\/gtm-132-the-rise-of-the-operator-with-casey-woo-special-announcement\/","title":{"rendered":"GTM 132: The Rise of the Operator with Casey Woo + Special Announcement"},"content":{"rendered":"<div style=\"height:25px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<p>The GTM Podcast is available on any major directory, including:<\/p>\n<ul>\n<li><a href=\"https:\/\/podcasts.apple.com\/in\/podcast\/the-gtm-podcast\/id1369291464\" target=\"_blank\" rel=\"noopener\">Apple Podcasts<\/a><\/li>\n<li><a href=\"https:\/\/open.spotify.com\/show\/2SA1dgQ2Yc5t4V5GcBLnD2?si=b9dcb3e53b2d4ad2&amp;nd=1\" target=\"_blank\" rel=\"noopener\">Spotify<\/a><\/li>\n<li><a href=\"https:\/\/www.youtube.com\/watch?v=KyUVm57kpS4&amp;list=PLGXnz4Tyz3-SfJ5DPByHtUOQOFB3yJ6zZ\">YouTube<\/a><\/li>\n<\/ul>\n<hr \/>\n<p><a href=\"https:\/\/www.linkedin.com\/in\/caseywoo\/\" target=\"_blank\" rel=\"noopener\">Casey Woo<\/a>\u00a0is the Founder and CEO of Operators Guild, an invite-only community for professionals in strategic finance and operations roles. He is also the General Partner and Founder of FOG Ventures. He is a seasoned, multi-stage operator, bringing over two decades of experience in investment banking advisory, public equity investing, high-growth operational and military leadership roles. His last role was the CFO of Landing, where he oversaw the company\u2019s Finance, Legal and People operations. Prior to Landing, he served as the Global Head of Strategic Finance at WeWork. \u200b<\/p>\n<h2>Discussed in this Episode:<\/h2>\n<ul>\n<li>The rise of the operator<\/li>\n<li>How to communicate with CFOs and cross-functional teams<\/li>\n<li>What matters most to every CEO and founder<\/li>\n<li>How to recruit the top operators<\/li>\n<li>Why funding no longer has the impact it once did<\/li>\n<\/ul>\n<p><em><strong>If you missed GTM 131, check it out here: <\/strong><a href=\"https:\/\/gtmnow.com\/gtm-131-being-cmo-mark-benioff-salesforce-innovators-dilemma-kraig-swensrud\/\" target=\"_blank\" rel=\"noopener\">Being CMO Under Mark Benioff of Salesforce and the Innovator\u2019s Dilemma<\/a><\/em><\/p>\n<h2>Highlights:<\/h2>\n<p><a href=\"#s1\">08:33<\/a> Building effective CFO-CRO relationships.<\/p>\n<p><a href=\"#s2\">18:13<\/a> The role of cross-functional communication.<\/p>\n<p><a href=\"#s3\">26:59<\/a> The commoditization of funding.<\/p>\n<p><a href=\"#s4\">32:53<\/a> The rise top operators and how to recruit them.<\/p>\n<p><a href=\"#s5\">38:33<\/a> The commoditization of technology in the age of AI.<\/p>\n<p><a href=\"#s6\">44:31<\/a> The power of community and in-person events.<\/p>\n<hr \/>\n<p><strong>Guest Speaker Links (Casey Woo):<\/strong><\/p>\n<ul>\n<li>LinkedIn:\u00a0<a href=\"https:\/\/www.linkedin.com\/in\/caseywoo\/\" target=\"_blank\" rel=\"noopener\">https:\/\/www.linkedin.com\/in\/caseywoo\/<\/a><\/li>\n<\/ul>\n<p><strong>Host Speaker Links (Scott Barker):<\/strong><\/p>\n<ul>\n<li>LinkedIn:\u00a0https:\/\/www.linkedin.com\/in\/ssbarker\/<\/li>\n<li>Newsletter:\u00a0<a href=\"https:\/\/thegtmnewsletter.substack.com\/\" target=\"_blank\" rel=\"noopener\">thegtmnewsletter.substack.com\/<\/a><\/li>\n<\/ul>\n<p><strong>Where to find GTMnow (GTMfund\u2019s media brand):<\/strong><\/p>\n<ul>\n<li>Website:\u00a0<a href=\"https:\/\/gtmnow.com\/\" target=\"_blank\" rel=\"noopener\">https:\/\/gtmnow.com\/<\/a><\/li>\n<li>LinkedIn:\u00a0<a href=\"https:\/\/www.linkedin.com\/company\/gtmnow\/\" target=\"_blank\" rel=\"noopener\">https:\/\/www.linkedin.com\/company\/gtmnow\/<\/a><\/li>\n<li>Twitter\/X:\u00a0<a href=\"https:\/\/x.com\/SalesHacker\" target=\"_blank\" rel=\"noopener\">https:\/\/x.com\/GTMnow_<\/a><\/li>\n<li>YouTube:\u00a0<a href=\"https:\/\/www.youtube.com\/@GTM_now\" target=\"_blank\" rel=\"noopener\">https:\/\/www.youtube.com\/@GTM_now<\/a><\/li>\n<li>The GTM Podcast (on all major directories):\u00a0<a href=\"https:\/\/gtmnow.com\/tag\/podcast\/\" target=\"_blank\" rel=\"noopener\">https:\/\/gtmnow.com\/tag\/podcast\/<\/a><\/li>\n<\/ul>\n<p><strong>Sponsor:\u00a0<\/strong><a href=\"https:\/\/superhuman.com\/?source=referral_link&amp;promo_code=gtmnow\" target=\"_blank\" rel=\"noopener\"><strong>Superhuman<\/strong><\/a><\/p>\n<p>We recently became a Superhuman customer, and the response across our GTMfund community Slack and social channels was a clear testament to how Superhuman has been a game-changer for efficiency among leaders and teams.\u00a0<\/p>\n<p>Superhuman is generously offering the GTMnow community exclusive access to 1 month free on the platform. If you add any teammates in January to your team, they\u2019ll get a free month too.<\/p>\n<p>To claim this offer, go to\u00a0<a href=\"https:\/\/superhuman.com\/?source=referral_link&amp;promo_code=gtmnow\" target=\"_blank\" rel=\"noopener\">www.superhuman.com\/gtmnow<\/a><\/p>\n<p><strong>The GTM Podcast<\/strong><br \/>The GTM Podcast is a weekly podcast hosted by Scott Barker, GTMfund Partner, featuring interviews with the top 1% GTM executives, VCs, and founders. Conversations reveal the unshared details behind how they have grown companies, and the go-to-market strategies responsible for shaping that growth.<\/p>\n<hr \/>\n<h2>GTM 132 Episode Transcript<\/h2>\n<p><strong>Scott Barker:<\/strong> Hello. And welcome back to the GTM podcast. You\u2019ve got your host, Scott Barker, fresh off of some much needed out of office time. Just got back from Mexico city. And my guest Casey Woo is actually flying down to Mexico city next week. Is that right?<\/p>\n<p><strong>Casey Woo:<\/strong> That\u2019s right. I\u2019m very excited.<\/p>\n<p><strong>Scott Barker:<\/strong> I love that man. I love that. So you guys are open up a new chapter down there.<\/p>\n<p><strong>Casey Woo:<\/strong> That\u2019s right. Yeah. So my company Operators Guild or the community is launching its 21st chapter. Uh, Mexico City.<\/p>\n<p><strong>Scott Barker:<\/strong> Hell<\/p>\n<p><strong>Casey Woo:<\/strong> It\u2019s definitely a very up and coming tech ecosystem out there that I\u2019m excited to help invest in.<\/p>\n<p><strong>Scott Barker:<\/strong> It is. It really is. [00:05:00] I always enjoy my time down here. And it seems to be a beacon for a lot of, you know, really talented folks. Um, so anyway, I\u2019ve been super excited to have this conversation. It bounced around a little bit on the calendar. So I\u2019m excited to nail you down. And, you know, for our listeners, I\u2019ll do a quick bio.<\/p>\n<p>So Casey Woo is a seasoned multi stage operator, brings over two decades of experience, uh, in investment banking, public equity, investing, high growth, operational, and military leadership experience. And his last role, um, was the CFO at landing, where he oversaw the company\u2019s finance, legal and people operations.<\/p>\n<p>And then prior to that, he served as the global head of strategic finance at WeWork. Um, which would have been a crazy, crazy run. So excited to get into that a little bit. Um, but now he oversees a thousand CEOs, COOs, and CFOs as the founder of Operators Guild. Uh, if you\u2019re not familiar, [00:06:00] it is an invite only community for professionals in strategic finance and operations roles.<\/p>\n<p>So not unlike GTM Fund and GTM Now, just another leg of the stool. And, uh, I don\u2019t usually go in. Uh, people\u2019s education background, but, uh, did graduate from Harvard and West point, which I think is definitely worth shouting out. Um, but man, I, I do feel like we kind of clicked on our very first meeting and that\u2019s why I\u2019ve been excited to host you on this podcast.<\/p>\n<p>I think we just see this, the, the world in a very similar light and, you know, typically we bring on revenue leaders, founders, but as I said, you know. That is one leg of the stool, and it\u2019s important to hear from other voices from time to time. And we\u2019ve had conversations in the past where it\u2019s like, you\u2019ve got to build division, you\u2019ve got to sell division, and then you\u2019ve got to scale division.<\/p>\n<p>And scaling the vision [00:07:00] requires finance, legal, people, ops, and some of these maybe unsexy roles that are absolutely critical. And that\u2019s been your world and maybe a good place to start is, you know, pulling from your time at, at landing and, and we work. What did you wish more CROs, VPs of sales, your counterparts on the revenue side knew about how to communicate?<\/p>\n<p>With you, the CFO and kind of the finance and ops team.<\/p>\n<h3 id=\"s1\"><strong>Building effective CFO-CRO relationships<\/strong><\/h3>\n<p><strong>Casey Woo:<\/strong> Yeah, I, I have a thing where when I start a new CFO role, I sit down with the entire team and I think one, one of the most important things for leadership is setting the mindset and the, and the tone. It\u2019s no different than, you know, the Trump administration has a certain tone or the Biden administration, whatever it is, it\u2019s a mini administration where it\u2019s not about the, just the work being done, but it\u2019s how you act, how you [00:08:00] behave, uh, what your policies are.<\/p>\n<p>Uh, for me, I say, Hey, CFO organizations or offices can basically be broken into two different types. One is the enforcer. You\u2019ve heard Dr. No, the police force, et cetera, which is fear, fear driven, whip driven, and of course the opposite, right? The enabler, the empower, the partner. I say it\u2019s customer service. Hey everyone. If you thought you were like the police person with power over, no. You are the customer service representative for our CRO, our CTO. We don\u2019t, our customers aren\u2019t the customers of the company, by the way. Our customers are all employees, and I need you to have that mentality. And by the way, I\u2019m going to answer your question, which is first of all, that CFO needs to set that tone.<\/p>\n<p>If they set the tone as an enforcer, it\u2019s going to be naturally really hard for CRO to approach. Cause you\u2019re not setting up [00:09:00] trust. If hopefully your CFO is doing enabler partnership, rather than I\u2019m going to call you out on watching you, that makes it pretty easy for, and the invite for all the other execs, especially obviously go to market and tech, I\u2019m sorry, engineering to bring them into the fold.<\/p>\n<p>So number one is the modern CFO wants to be, and should be deeply integrated into the market and product. The days of the, I\u2019m going to, I\u2019m an accounting FPNA. I do the budget when only those days are over. That is so table stakes. If you want to be a good CFO, you need to know what the hell\u2019s going on in that go to market meetings, at least at a high level.<\/p>\n<p>So I think it\u2019s sensing that that\u2019s an exec that wants that and then teaching them, bringing them in saying things like, Hey, would you want to be part of our weekly standup or, you know, come, come as you [00:10:00] wish, but it\u2019s really this partnership. Quiver. Um, the second is transparency. It\u2019s very simple, right?<\/p>\n<p>If you\u2019re surprising the CFO every time, that\u2019s not building trust. That\u2019s clearly like, I can\u2019t trust everything the CRO says. If it\u2019s like, listen, advanced notice, we\u2019re going to have a hole in revenue here. Our pipeline is getting weak here. I just want to let you know. my God, that is like, and so eventually what happens is you build a partnership where it\u2019s, it\u2019s happened a lot of times where, I mean, to be quite honest, the CFO helps you make you look good, or he reaches the skids for the CEO to take a, to take the hit for you.<\/p>\n<p>Um, but the more notice and the more advanced as you have, there\u2019s a lot of information CFO has that can help you, especially when it comes to political stuff, right? Let\u2019s call it what it is. Humans are political, right? So what you don\u2019t want to do is start. And this is what happened. I can\u2019t name the company, but where the VP of sales.[00:11:00]<\/p>\n<p>Was literally treating me like an outside entity and this is my territory, stay out of it You know, it\u2019s kind of an old school type of mentality. He made a lot of enemies I didn\u2019t trust what he was doing a lot of it was hands off get out of my get out of my kitchen That doesn\u2019t do good for anyone And it gets reported up right where so I can\u2019t get anything from this person, etc That\u2019s just gonna be whittling away.<\/p>\n<p>So it really is a long way of saying Bring them into the fold partnership helped me Uh, and from there you\u2019ll be surprised, uh, they can really help soften the blow, you know? And look, I get it. CFOs understand that marketing and sales want to look good. We have a joke. It\u2019s like, there\u2019s a metric they share with us and the metrics they create. It\u2019s magical. What go-to-market creates metrics. It\u2019s all the stuff that has really good output, but work together to find a [00:12:00] real one. Because if you do those things, people know, and then your reputation immediately. Is someone that\u2019s self serving. So that\u2019s really the biggest advice is don\u2019t be self serving and just be dead honest.<\/p>\n<p>And you\u2019re getting a lot of people who will help you succeed and want you to succeed versus watching when you trip up and calling you out, like, okay, we\u2019re gonna call them out. What kind of metric is that? It\u2019s just, it\u2019s just very, very negative.<\/p>\n<p><strong>Scott Barker:<\/strong> Yeah. Yeah. I think that\u2019s all, that\u2019s all great stuff. If, if I\u2019m a CRO and I\u2019m listening to this, I\u2019m heading up sales and I feel like I have. A doctor, no, as my counterpart, as, as you said it, like a fear driven, uh, CFO and, you know, I\u2019m, I\u2019m worried to go to them. There\u2019s always battles when I go to them for things.<\/p>\n<p>So anything I can do to address that and do they even be, do they even want to play that role? Are they sometimes forced to play that role?<\/p>\n<p><strong>Casey Woo:<\/strong>[00:13:00] That\u2019s such a good question. I mean, of course it\u2019s case by case. Um, I think there\u2019s, if I were to once again, break it up into two categories, there are the, um, people that are going to be hard asses and they\u2019re just going to be hard asses like they\u2019re, they, they, they have no interest and that\u2019s just who they are. That\u2019s where they\u2019re from. Then I think you spend more time being professionally transparent and delivering the information real time and you don\u2019t need to be partners with them.<\/p>\n<p>It\u2019s just, I got a job to do. You know, just straight facts here. The others that you can tell want to be included. You know, they might be, you have to read the room. They might be new. They want to show the CEO they\u2019re delivering value. If it\u2019s the second one, you help them look good, right? It\u2019s what it is.<\/p>\n<p>It\u2019s helping people succeed. So you find out very quickly. So [00:14:00] I ask everyone, when you sit down with your stakeholder, figure it out, write it down on a piece of paper. What\u2019s their pain point? What do they care about? Like, what is it? Is it commissions? Is it their issues with a team, you know? And then the second is that you can help with them immediately.<\/p>\n<p>Is there anything going on right now that can help you, right? So you can reverse it from a CRO to CFO. Hey, anything, it could be, I don\u2019t have a lot of visibility in XYZ. Immediately, my customer service came back two, three days later and say, Hey, remember that thing you said? I put some work in with my team to be able to help you get more visibility. Right. You just start to help someone solve their problem and that begins the erosion of the no.<\/p>\n<p><strong>Scott Barker:<\/strong> Mm<\/p>\n<p><strong>Casey Woo:<\/strong> It\u2019s, it\u2019s a classic. Just build trust. Is this person for me or against me? That\u2019s exactly what\u2019s happening in the first meeting for me or against me. Trust them or cannot trust them. And you have to repeatedly do [00:15:00] things of pure altruistic.<\/p>\n<p>Like I\u2019m going to help you. Like any relationship, then all of a sudden those, like it soften from there, go back, invite them to the meeting, but give them information and Intel almost like before anyone else knows.<\/p>\n<p><strong>Scott Barker:<\/strong> hmm. Mm<\/p>\n<p><strong>Casey Woo:<\/strong> They\u2019re in the, they\u2019re in the, in their club. Um, and lastly, CFOs don\u2019t want to get surprised because their job is to look out, their job is to forecast.<\/p>\n<p>So whatever you can do to ease their stress, budget surprises, misses, surprises, they need to be the first to know because that\u2019s how they look good. To their boss, right? So or looping them on big decisions, right? It\u2019s all very first principles of relationships that people forget. But you can break someone down from a no to this.<\/p>\n<p>And then at the very end, it\u2019s like, listen, I feel like we have this like a police relationship. You know, I [00:16:00] want to bring you in the fold more, you know, we should be partners. It\u2019s going to be better for us that way. Right. There\u2019s, there\u2019s, there\u2019s always just a straight up call them out.<\/p>\n<p><strong>Scott Barker:<\/strong> Mm hmm.<\/p>\n<p><strong>Casey Woo:<\/strong> Uh, and you\u2019ll be surprised.<\/p>\n<p>You\u2019d be surprised. Are the, they\u2019re like, wow,<\/p>\n<p><strong>Scott Barker:<\/strong> What I, what I find super interesting is, you know, you said two questions there, you know, what\u2019s their pain point and what do they care about? And, you know, although you have your CFO lens on starting to, you know, sound a lot like the CROs that we have on this, this podcast, because they\u2019re, they\u2019re doing essentially the same thing, except their buyer is external and your buyer is internal.<\/p>\n<p>And I think if, if people can really internalize that and understand that. They can then start speaking the same<\/p>\n<p><strong>Casey Woo:<\/strong> never thought about it. You take the superpowers that are natural to a sales leader. What are sales leaders? They\u2019re really good relationship people. Especially at the enterprise level, they\u2019re trained relationship people. Just turn it inside. And again, you\u2019re [00:17:00] right. You call it something really good because the stereotypical finance is very analytical, very execution based.<\/p>\n<p>They\u2019re kind of forgetting about the relationship. And I think that\u2019s pretty much what I\u2019m sharing with my team is that relationships are the most important. I kind of say with your CEO, you could be the smartest CFO in the world, the best. Everything\u2019s going to come down to your relationship with the CEO. I\u2019ve seen people with the most extremely good relationships with their CEO and they suck. It\u2019s all good. It\u2019s all good for a long time. And some of the best CFOs who just cannot build a rapport, they\u2019re out.<\/p>\n<p><strong>Scott Barker:<\/strong> hmm.<\/p>\n<p><strong>Casey Woo:<\/strong> more important? Extreme competency or, or EQ? It\u2019s EQ. All the time.<\/p>\n<p><strong>Scott Barker:<\/strong> Thank you. How, how did you learn that? I think that\u2019s something I really appreciate about you is you\u2019ve been able to grow your career and, and, you know, you can have the talk with a finance professional, with a legal professional. You can get in the weeds with [00:18:00] me on go to market, on sales and, and marketing.<\/p>\n<p>How did you learn to speak the Multilanguages when, of business, when many usually go really deep or niche on maybe one or two.<\/p>\n<h3 id=\"s2\"><strong>The role of cross-functional communication<\/strong><\/h3>\n<p><strong>Casey Woo:<\/strong> Yeah, this is um, the fun topic we had, we had a conversation about. And I think that\u2019s what you\u2019re referencing, which is, um, So at the Operators Guild, what I\u2019ve learned is, Who is the operators guild? You know, we don\u2019t code and we don\u2019t sell, right? We\u2019re the biz op strategy. And when you think about that role, it\u2019s cross functional.<\/p>\n<p>It has to be. I mean, by definition, it\u2019s not an organ of the body. It\u2019s the arteries, right? So the arteries run through the whole thing as compared to any one thing. So we are the nervous system arteries. If you want to use that analogy, which means we have to talk to and interact with every organ in the body.<\/p>\n<p>Which is a very different role than what the heart does. The heart doesn\u2019t necessarily talk to the liver. I\u2019m getting a little out there, but it\u2019s in charge of its function. And it needs to just beat the heart, right? Ours is taking care of [00:19:00] everyone. across every organ is what we do. Okay.<\/p>\n<p>What happened was, I had 10 years in Wall Street. And I felt like a fish in water there. I mean, I wasn\u2019t fulfilled, which is why I left. But, you know, these are my finance bros or gals. You know, I just felt very at home. Then I joined a 10 person startup. And for some reason when I was communicating or trying to sell something or, you know, convince someone of something, it went from very easy in Wall Street to very difficult. And yet, everyone I\u2019m working with in the startup is smart, English fluency, and then I quickly learn as a rookie operator. The difference between a rookie operator and a senior operator is Google Translate. So the analogy I use, in Wall Street there\u2019s only two zoo animals. I\u2019m going to make them up, a rhino and a bear.<\/p>\n<p>A rhino is the investing team. The bear is the assistance. There\u2019s only two people at a hedge fund. It\u2019s the investors and the assistance. That\u2019s it. [00:20:00] Kind of like a VC. So when you\u2019re speaking to another, in this case, what\u2019d I say, rhino, whatever I called it,<\/p>\n<p>like you\u2019re just speaking and the rhino speaks. And then you learn one language called the bears and you know how you interact with the assistance.<\/p>\n<p>Great. In startups, it\u2019s a goddamn zoo. It is. The CRO is a different animal than the marketing person. The narcissist CEO is a different animal than the, um, paranoid accountant. So all of a sudden, as I\u2019ve progressed through my career, you start to realize that you\u2019re actually speaking. Eight languages at a startup. Marketing people talk about the budget. That\u2019s, that\u2019s, that\u2019s what they want to talk about, right? That\u2019s how they\u2019re focused on the budget, right? Engineering likes to talk about technology, new technologies and impact. So a good example I had was I remember trying to explain to the CTO that [00:21:00] we needed a process.<\/p>\n<p>Oh, sorry. We needed to. Um, get our cogs down and most of our cogs hosting costs, which is under his content. So explaining gross margin to him, the cogs and the costs, whatever. And you could see he\u2019s very smart. Like I said, I am fluent in English, but I didn\u2019t understand. I brought in the founder who was half engineer and half business.<\/p>\n<p>I spoke to him. I said, this is what I\u2019m saying. And he turns over to him and says. Oh, what he\u2019s saying is, um, you know, those hosting costs that we have. Yeah. So basically every compute point or whatever that we can reduce it, you get another engineer and he\u2019s like, got it. I\u2019m on it. And that\u2019s when I learned, I\u2019m speaking French and this guy is Russian.<\/p>\n<p>That\u2019s going to be a really, really hard time if you really think about all the languages. So over time, I\u2019m whatever you call an octolingual and you collect languages [00:22:00] and it is amazing once you have their language, but think about budgeting. So the other thing I realized, I sit in a room with a salesperson, that\u2019s a completely different budgeting conversation than tech, than product, right?<\/p>\n<p>So anyhow, as you see very quickly, any cross functional role, it\u2019s actually a whole bunch of different breeds talking to each other. And that\u2019s why it\u2019s very, that\u2019s why you get into fights. That\u2019s why you get like the product person battling the CRO. Different countries and different languages. Um, so anyways, that\u2019s what I call Google Translate.<\/p>\n<p>The faster you can actually speak their actual language rather than English, the faster you can pass any bill through Congress.<\/p>\n<p><strong>Scott Barker:<\/strong> Yeah. For yourself, like your initiatives, and then also you can act as the conduit or the translator between all the other, you know, organs. And so even if they don\u2019t know the language of the heart or the liver, you\u2019re the one that can,<\/p>\n<p><strong>Casey Woo:<\/strong> That\u2019s right. The<\/p>\n<p><strong>Scott Barker:<\/strong> now mixing analogies, but I<\/p>\n<p><strong>Casey Woo:<\/strong> no, no, but the CEO and CFO are cross functional, [00:23:00] they\u2019re switching one on one meetings with completely different species. Their job is to translate it all. That\u2019s actually what\u2019s happening. And then to balance the whole, you know, biosphere. Um, but you need all the different animals to use an analogy.<\/p>\n<p>Everyone has a very powerful specialty, but to work together, that\u2019s language and communication.<\/p>\n<p><strong>Scott Barker:<\/strong> Yeah.<\/p>\n<p><strong>Casey Woo:<\/strong> That\u2019s why budgets are so hard to do.<\/p>\n<p><strong>Scott Barker:<\/strong> Yeah. Cause there\u2019s a large part is, is relationship management, storytelling and translating when it seems like it\u2019s numbers driven. Yeah, yeah,<\/p>\n<p><strong>Casey Woo:<\/strong> Yeah. Why can\u2019t I get my budget? And it\u2019s just balancing all dependencies. Um, but you got to speak their language of why they can\u2019t, it\u2019s no different than any relationship. We tell a kid why they can\u2019t have something. There\u2019s ways of telling them that make them understand as ways of telling them that piss them off.<\/p>\n<p><strong>Scott Barker:<\/strong>I love it. Um, so I want to shift gears a little bit or actually go back to something we talked about. So we have these. You know, broadly main [00:24:00] pillars of, of company growth, you know, you got to build, you got to sell, you got to scale. And then, you know, in, in the past, there\u2019s really been this fourth pillar, uh, to build a large software AI company, which was capital.<\/p>\n<p>And I think you and I, and this is based on some past conversations we have had, uh, are seeing some shifts in that last bucket, uh, partly because it is. What we do, um, and with what you\u2019re seeing at operators guild, as well as fog ventures, uh, which is kind of a, a venture arm of operators guild and what we\u2019re seeing a GTM fund in our community where people can actually now get access to that 4th pillar capital.<\/p>\n<p>From folks that have experience within the other 3 main pillars and, you know, I think you\u2019ve kind of coined it as this idea of the rise of the operator and would love to just sort of geek out on what that means to you a little bit.\u00a0<\/p>\n<h3 id=\"s3\"><strong>The commoditization of funding<\/strong><\/h3>\n<p><strong>Casey Woo:<\/strong> Yeah. Um, it\u2019s part of, you know, it\u2019s part of this, um, book I\u2019m trying to write because I, I\u2019ve, I\u2019ve, I\u2019ve been in it long enough now to see what\u2019s happening. Um, I\u2019ve sat on many different seats as a hedge fund manager on the investing side. Um, then I became an operator and then on, on the BC side. So I\u2019ve, I kind of circulated all, all, and a banker as an advisor, all CEOs and founders want three things. Number one is money. Number two is customers, and number three is talent. Now, you know, I think probably customers are number one by far, but the point is all CEOs and founders. I think everyone needs to remember this. If you want to get the attention of a founder or CEO, it\u2019s money, customers or talent. Customers almost all day long, you know, money is when they\u2019re looking for it. Talent, mostly all day long, unless they\u2019re downsizing. [00:26:00] Let\u2019s go through each of them. Number one, money. It used to be, there were 10 VCs on Sand Hill Road and they held the special money and it was hard. It was a big deal. Hey, no offense.<\/p>\n<p>Now it\u2019s money is plentiful. I mean, you can do charts on how much money, how many VCs are competing. The head, the big hedge funds are tossing in. Bezos has his own fund. You can get money. Money\u2019s becoming more of a commodity. The other reason why is that so many founders have gone through these cycles. In the beginning, it was like worshiping the investor because they\u2019re the boss, so to speak.<\/p>\n<p>And then they realized, you know, what\u2019s really hard is building this daily in. Day in, day out. And that is my assistant, that is my associate, that is my talent around me. Money is very important. Don\u2019t get me wrong. But I always say, I can give you 10 million to sit on the sidewalk. Doesn\u2019t do anything. It just sits on the sidewalk.<\/p>\n<p>It needs to get converted [00:27:00] into talent and customers. Okay. So if you look at visual money, customers, talent in your head, and number one is pretty much almost a commodity. Like you got an idea, someone will fund it. The acquisition costs of what is finite, no matter how much money you raise, there\u2019s the number of customer sets and the number of talent are finite. We\u2019ll do the equation. The cost of acquiring a customer and the cost of acquiring a talent is now skyrocketing. You have way more money going after the same problem. The number of times you\u2019ve seen a space that\u2019s crowded is every day. Okay, so now you put it all together. You go to a second time founder and you can offer him money or offer him customers or talent.<\/p>\n<p>What do you think he\u2019s going to pick? I\u2019ve got the money. You know what\u2019s really hard and my other competitors are going after? Customers and talent. Now, of course, it\u2019s always been customers and [00:28:00] talent, but it used to be money wasn\u2019t was, was like on the mind. So now think about operators in fog. We are both customers.<\/p>\n<p>And talent. We buy B2B products all day long. It\u2019s like a mom\u2019s group controls 80 percent of the household budget. Okay. At the same time, we\u2019re talented. We\u2019re the one that sits next to you 60 hours a week building with you. Because it doesn\u2019t, the money doesn\u2019t build itself. So the rise of the operators, because startups have gone from a hobby to a profession. It\u2019s the NFL. There\u2019s so many people trying to get drafted. You know, but the competition\u2019s up. So really talented operators are needed to win this battle. Now it\u2019s not good enough to have a product and sell it. That\u2019s where the scalers come in, right? The third leg is needed to get the edge before.<\/p>\n<p>You just needed one edge to edge. Now you need all three [00:29:00] at any world class level. All things got to be hitting on all cylinders and that\u2019s what\u2019s happening.<\/p>\n<p><strong>Scott Barker:<\/strong> I love how simply, simply you put that. And it\u2019s, it\u2019s so true. Literally, those are the only things founders care about money, customers, talent, and they\u2019ll take customers and talent over money. Cause money was just a, a conduit to get customers<\/p>\n<p><strong>Casey Woo:<\/strong> It\u2019s a fire starter. Yeah. Oh, by the way, just to add to that, I tell people, you got customers, you got Sequoia. Guarantee you, if you keep loading up customers, Sequoia is going to be there, right? Or you can try to go after Sequoia first. Okay. It\u2019s a little bit harder.<\/p>\n<p><strong>Scott Barker:<\/strong> Yeah.<\/p>\n<p><strong>Casey Woo:<\/strong> Customers will unlock, customers unlock talent.<\/p>\n<p>You got revenue, people want to work for you. So you just got to simplify it. Um, and then last thing I would say is there\u2019s only two ways a company gets money, an investor or a customer. You want it to be the second, the biggest companies in the world, the ratio of [00:30:00] how much money they took in versus how much money they took in from a customer, right?<\/p>\n<p>It\u2019s dwarfed. Um, that\u2019s it. It\u2019s that simple. Get more money from customers, not investors. You win.<\/p>\n<p><strong>Scott Barker:<\/strong> Man, this is, this is good stuff and exactly how obviously we see, see the world that at GTM fund and we\u2019ve seen it play out over the last, you know, four years. And, you know, the other things I think that are, you know, you said this, it\u2019s, these are in turn, like, have always been true, but now with, you know, I think we\u2019re really hitting.<\/p>\n<p>At least on the go to market side, like the ability to get customers is harder than ever before. Everything is more saturated. Everything\u2019s more competitive. We\u2019re all using the same best practices, you know, it\u2019s getting harder and harder. So what unfair advantage do you have? Who can unlock little doors?<\/p>\n<p>Like those things really matter more than ever. And then on the flip side I think about the future of. [00:31:00] Even really large, successful organizations, there\u2019s going to be less talent, but that talent is going to be the top 1%. So we are all fighting over the same talent because that talent is going to be augmented by AI and these people will be basically superhuman and able to, you know, just do incredible amounts of things while they\u2019re, they\u2019re being augmented<\/p>\n<p><strong>Casey Woo:<\/strong> We are no different than a professional sports team. We are athletes and we have different skill sets and you have to assemble the right team to win championships. I know that\u2019s an overused analogy, but when you\u2019re at a championship level, you\u2019re competing with the money that can buy LeBron can buy everyone. It\u2019s about the potency of the talent and putting it together. Right. And it\u2019s no different when you think about a team, but because the stakes are so much higher and everyone\u2019s got a lot of money, their salary caps are all gone. The talent is very real. And [00:32:00] then now we\u2019ve gone through enough cycles where there\u2019s a difference between world class Olympic level college level high school level because there\u2019s enough of us now and it is starting to stratify.<\/p>\n<h3 id=\"s4\"><strong>The rise top operators and how to recruit them<\/strong><\/h3>\n<p><strong>Scott Barker:<\/strong> quickly. I don\u2019t want to spend too much time on this, but I, I. I know you\u2019ve recruited incredible people into this community. You\u2019ve included incredible people to work for you in multiple different industries. Um, and now that it is more important than ever. And I think every day that I do this, I realize how important that talent is.<\/p>\n<p>It\u2019s almost everything. Uh, and we\u2019re going through a hiring cycle for a new associate right now. And it\u2019s just like the bar has to be, you have to beat the bat, like. The best in the world. Like, yeah, I have to just be wow. And if not, then let\u2019s hold. Um, and how, how have you been able to recruit top one, 0. 1 percent talent in, in the past and now<\/p>\n<p><strong>Casey Woo:<\/strong>[00:33:00] What I, what I try to write about is the breed I look at, I call it special forces of business. It\u2019s like the rise, it\u2019s the creation of like Navy SEALs essentially is what\u2019s happening. Every profession has a persona. You think it\u2019s a surprise that when you go to an accounting conference they all look the same?<\/p>\n<p>You think it\u2019s a surprise you go to a sales conference and they all kind of look the same? Or a legal conference? Operators. You, me, like we may well time founders. We all look the same in a different way. And what that is, is you have to understand what makes them tick. That\u2019s how you recruit someone. What makes an operator tick?<\/p>\n<p>They want to win. So, so, so how do you win? One of the most exciting things for an operator is working with badasses. They can learn or they can trust the person to their left or right. It\u2019s no different than Navy SEALs respecting each other. Okay, so the first thing is who am I working with? [00:34:00] Do I want to learn from this person?<\/p>\n<p>Are they going to make me better? The second, if you\u2019re talking about the early stage, is autonomy. We like impact. We don\u2019t like things that are thankless. We do something in a big organization and no one cares. And no, there\u2019s like a meaning to what we do. There\u2019s an impact we can make, whether it\u2019s at a two person company or 20 percent or 2000, it doesn\u2019t matter. got to allow them a seat of impact. So really good people around them, seat of impact. And of course they got to feel like they\u2019re going to win whatever they\u2019re on. Who doesn\u2019t want, who doesn\u2019t want to win? Um, they\u2019re generally risk takers, you know, they\u2019re very optimistic. So they want to see a winning team.<\/p>\n<p>And yeah, and then the other thing is, you know, everyone at the different stages is optimizing for a different thing. You got to learn what that is. Some people are optimizing for money. Some people have never led a team, so they want to lead a team. Some people were really pissed about not being [00:35:00] respected in their last thing.<\/p>\n<p>They\u2019re looking for respect. Make sure you give that to them. It\u2019s no, it\u2019s, it\u2019s literally sales psychology, which you can teach me better than anyone is just, what do they care about? What are their pain points? What are they value? And you can quickly tell what they value, excites them, and what energizes them.<\/p>\n<p>So that\u2019s, but you gotta be a winning team or give them<\/p>\n<p>something.<\/p>\n<p><strong>Scott Barker:<\/strong> and like to summarize that the, the, the, the non negotiables are, you know, they need to be someone who wants to. Work with other badasses. They want to have an impact. They want to win. They are a risk taker Optimism. I like that one because it is very true. You know, they\u2019re if you\u2019re too pessimistic, you can\u2019t you can\u2019t play this game You\u2019re just slowing us down at this point<\/p>\n<p><strong>Casey Woo:<\/strong> yeah, yeah,<\/p>\n<p><strong>Scott Barker:<\/strong> Be wrong But let us fail and let us feel quicker and then we can figure it out and then I heard the next [00:36:00] thing is then you figure out are they have to respect money?<\/p>\n<p>Or leadership or like building a new skill set. Um, and then you can, you can go after them. I like it, man. Um,<\/p>\n<p><strong>Casey Woo:<\/strong> We\u2019re, we\u2019re<\/p>\n<p>adrenaline junkies. You got to find out what\u2019s, what thing gets our adrenaline going and then just give it to them.<\/p>\n<p><strong>Scott Barker:<\/strong> Yeah. I love it. All right, man. Uh, this has been awesome. Uh, I really appreciate you hanging out, uh, today and I got a final two questions, uh, for you and, you know, I always keep them the same.<\/p>\n<p>They are intentionally vague. You can take them anywhere you want. Um, but the first question is. What\u2019s one widely held belief that founders or executives believe to be true that you think is bullshit or no longer serving us?<\/p>\n<h3 id=\"s5\"><strong>The commoditization of technology in the age of AI<\/strong><\/h3>\n<p><strong>Casey Woo:<\/strong> Yeah. I\u2019m going to go with the, um, not the bullshit, but no longer serving us, which is basically the evolution of the startup, um, at a high [00:37:00] level. When you were in the early days of tech, you needed a good engineer to build a product, then it moved to you having a good product. You really need a good salesperson or sales team to sell it, right?<\/p>\n<p>So it kept evolving of what it took before you had a good product. There\u2019s no competition. It\u2019s fine. Then it became Oh, I have a good sales team. Then I beat anyone with just a good product. And then it was so basically technology was winning. Better tech, right? This thing called sass came out and just crushed everyone.<\/p>\n<p>What is no longer serving us is, I think we\u2019re oddly moving to a world where, dare I say it, with AI, etc. Tech, having good tech and having a really good, yeah, having good tech and a good solution is commoditized. That\u2019s [00:38:00] not how you\u2019re going to win. You better have that out the gates. You better have a good engineer.<\/p>\n<p>You better have whatever, because AI is like a nuclear weapon that opens an API up. Everyone\u2019s got nukes. So if you think you\u2019re more powerful and better technology in the next person, not enough, I think the new weapons of differentiation or even more so distribution, the ability to sell the product, because so many solutions are.<\/p>\n<p>The only thing that matters is who pays for it. Okay, so you might have an existing distribution, like NetSuite has an existing distribution. That\u2019s pretty powerful now when you layer AI in, right? Even though their technology is old, right? So distribution is now becoming even more critical. The better your hunter, the more you get the edge and then you, because it\u2019s so crowded.<\/p>\n<p>But the other one\u2019s velocity. I kind of wrote a, I wrote a post that, you know, got controversial, but you know, it [00:39:00] was, I fired for effect, which is the 18 month fundraise cycle is dead. The true story. There was a VC hearing a pitch on Friday. Shout on the idea was like, you know, you should be doing this or that on Monday.<\/p>\n<p>They came back. The entire deck was changed and they had that product for whatever he was talking about. I call it research and product. It\u2019s not research and development anymore. Development has this idea that you\u2019re developing. Give me six months. Give me nine months. We will show you something. We talked for hours.<\/p>\n<p>I\u2019ve seen product changes. Zuckerberg talks about it. They\u2019re like, why are you so confident you\u2019re going to win velocity? Whatever we\u2019re wrong about. We\u2019ll just move so fast there. We\u2019re going to beat you. Notice he\u2019s<\/p>\n<p>not even talking<\/p>\n<p><strong>Scott Barker:<\/strong> we have a built in distribution advantage. So we can just<\/p>\n<p><strong>Casey Woo:<\/strong> He\u2019s not even talking about my technology, yeah. Better than yours. So I think that commoditization of technology, funny enough. Now don\u2019t get me wrong. [00:40:00] AI is an innovation, like no other, but it\u2019s being, think about it. It\u2019s being given to everyone for 20 bucks a month, air quote, all the edges that the smaller countries did not have over the superpowers.<\/p>\n<p>They all have nukes to use that example. not the only five countries in the world to have it. Everyone has it. The small guys have it. Now it\u2019s going to be distributed and it\u2019s the speed. So they are like small teams. Are catching up so fast because the big guys can\u2019t velocity. So anyways, that I think is a changing construct.<\/p>\n<p><strong>Scott Barker:<\/strong> speak in my language. I mean, we, I think we covered two, two things there through this project. We talked about this one, which is tech is becoming a commodity and capital becoming a commodity. So if those two things are becoming true around the same time, then it makes velocity and distribution, you know, 10 X, uh, more powerful of a, a moat, um, which I kind of.<\/p>\n<p>Just [00:41:00] kind of fucking exciting. It\u2019s just like a game on, you know, it\u2019s like, it\u2019s, it gets me kind of fired up. It\u2019s like everyone it\u2019s to your analogy of like, you know, we\u2019ve got, you know, people in the NFL and people just starting out and people in college, it\u2019s kind of like everyone can get in the game now.<\/p>\n<p>But now it\u2019s like, we\u2019ll, we\u2019ll see who knows how to actually execute and, and play the game, you<\/p>\n<p><strong>Casey Woo:<\/strong> To use that analogy, I was watching MMA fighting or NFL and you talk to him like, wow, like how was he? And they got beat. They\u2019re like, man, his speed. His strength. So when you talk about playing football, I did not, but they\u2019re like, the speed difference is what they talk about. Like, what\u2019s the difference between college and NFL?<\/p>\n<p>They\u2019re like the speed of reaction in the pocket, you know, whatever it was. It\u2019s five seconds in college. It\u2019s three seconds. And that\u2019s actually what\u2019s happening to us. You think you\u2019re fast. There\u2019s other engineers faster than you. And that\u2019s who wins Superbowls. [00:42:00] It goes back to the 1 percent talent. It all ties back.<\/p>\n<p>Speed gets difficult. It really separates world class from okay, from whatever, and the talent game is now professionalized.<\/p>\n<p><strong>Scott Barker:<\/strong> Yeah. And it compounds, and can compound quickly. Uh, which is, which is especially, yeah, you layer on AI, which also compounds quickly. You will see teams just absolutely. Rocket ahead<\/p>\n<p><strong>Casey Woo:<\/strong> Yeah, for the speed.<\/p>\n<p><strong>Scott Barker:<\/strong> I think it is kind of needed. Everything\u2019s murky. It\u2019s very competitive. II think we\u2019re going to see more breakouts, uh, this year, which will be exciting.<\/p>\n<p>All right, um, final question for you, um, you know, everyone, you know, you listen to a podcast, right? Give me some silver bullet. What can I use right now? That might help me? Uh, You know, move the needle in my business. Um, what\u2019s one tactic or strategy that\u2019s working right now? Um, either for any of the companies you\u2019ve invested in or operators guild itself.<\/p>\n<h3 id=\"s6\"><strong>The power of community and in-person events.<\/strong><\/h3>\n<p><strong>Casey Woo:<\/strong> Yeah, I\u2019ll probably cheat and talk about Operator\u2019s Guild because it\u2019s what I know best, but also [00:43:00] it really, so it\u2019s less for a software company, so to speak, um, but I think it appeals to almost anyone that hopefully is listening. When you think of AI and you think of technology and what\u2019s happening in the world, I\u2019m long community.<\/p>\n<p>Like if the community was a stock by what happens to all this technology, in theory, it gives us more time, right? It gets more time for insights, more time for family, more time to not email. Now, if we do it all wrong, we just get more busy with stuff that, you know, it doesn\u2019t do anything right. But if we do it right, machines and technology are going to give us more time and people are lonely. Social media, all the stuff you hear at COVID. What, what is the silver bullet is you must realize whoever I speak to, there\u2019s some form of loneliness where they [00:44:00] really want to connect with someone. In life, that could be meeting another\u2019s founder. There\u2019s loneliness in people\u2019s lives and the events we hold.<\/p>\n<p>We just took a huge survey. There\u2019s a lot of good things we do. Number one, in person events. Number one, meeting people in relationships. I think it\u2019s been forgotten. Like the bring back of the dinner party. I am longing for all in person events. You know what? The one thing AI is not going to affect for a very long time.<\/p>\n<p>Flesh in person, grab a drink. Everything else is going to, or plumbers, though they\u2019re, they\u2019re good too, which is why Elon\u2019s doing robotics and stuff. It\u2019s like a physical world. Like, you know, so. There\u2019s a lot of tactics and stuff, and then there\u2019s just like making time for relationships and going to events.<\/p>\n<p>And if you\u2019re in the game of events, by the way, so if you\u2019re selling events could work. If it works for your thing, get people together with other people and [00:45:00] then sell your thing. Cause there\u2019s too much of all the other non-event stuff in their life. It\u2019s just so much you shut it off or it\u2019s just not additive.<\/p>\n<p>But events are hard now because we don\u2019t need to travel anymore. We don\u2019t need a commuter anymore. So getting someone out of their seat to drive and park and go somewhere is hard. But I think that\u2019s where if you set it up for them and make it easy, like the Mexico City event, that I\u2019m very, very long.<\/p>\n<p><strong>Scott Barker:<\/strong> Yeah. I mean, this is what I said at the beginning. We see the world in the same, the same light, uh, community will continue to grow in. In importance and, you know, in person events, you know, same with, you know, GTM now and GTM fund. Everyone always says like, it\u2019s actually just like the dinners are like one of my favorite things.<\/p>\n<p>Getting together with 40 people who are like minded going through the same things. They actually see me. Um, it\u2019s so, it\u2019s huge. And, uh, [00:46:00] you know, it\u2019s about this idea of actually creating connections in a non commercial environment. And what\u2019s funny is when you do that people want to do commercial business with you, you know, at the end of the day, people that\u2019s, it\u2019s almost that simple.<\/p>\n<p>Um, but Casey, this has been awesome, man. I am very excited to read your book when you, uh, when you finish that one. Um, and good luck on your Mexico city event. Uh, if people want to follow along with you, check out operators guilds. Uh, what\u2019s the best way to do so<\/p>\n<p><strong>Casey Woo:<\/strong> Yeah, you can find me on LinkedIn. Follow me. But uh, so it\u2019s operator dash. guild. com. Uh, any elite badass operators that don\u2019t code or sell per se, send them our way. Uh, but yeah, that\u2019s the easiest way to do it. Uh, reach out, apply if you think you\u2019re, you know, you\u2019re a fit, uh, or just reach out to me and DM me, um, and I\u2019ll get right back to you.<\/p>\n<p><strong>Scott Barker:<\/strong> rock and roll. And to all our listeners, you know, I [00:47:00] say it every week, uh, listening is one thing, executing something totally different. Hopefully we gave you some ideas, tips, strategies to bring into your organization and, uh, we will see you all next week.<\/p>\n<p>The post <a href=\"https:\/\/gtmnow.com\/gtm-132-the-rise-of-the-operator-with-casey-woo\/\">GTM 132: The Rise of the Operator with Casey Woo + Special Announcement<\/a> appeared first on <a href=\"https:\/\/gtmnow.com\">GTMnow<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>The GTM Podcast is available on any major directory, including: Apple Podcasts Spotify YouTube Casey&#8230;<\/p>\n","protected":false},"author":1,"featured_media":278,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[13],"tags":[],"class_list":["post-353","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-sales"],"_links":{"self":[{"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/posts\/353","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/comments?post=353"}],"version-history":[{"count":1,"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/posts\/353\/revisions"}],"predecessor-version":[{"id":354,"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/posts\/353\/revisions\/354"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/media\/278"}],"wp:attachment":[{"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/media?parent=353"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/categories?post=353"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.hudsonpcrepair.com\/index.php\/wp-json\/wp\/v2\/tags?post=353"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}