George B. Thomas
This one hits different. Liz Moorhead steps into the spotlight for her final episode as a HubHeroes co-host, and the conversation turns into a masterclass on something a lot of teams forget when things get loud, complex, or stressful. Trust, not as a buzzword.
As the foundation.
We talk about why the HubSpot ecosystem keeps getting more advanced, but the fundamentals of inbound marketing still matter most. We talk about why human connection is not a trend. It is how humans make decisions. And we talk about what to do next if you want your marketing, your content, and your team to actually earn belief in a world flooded with artificial intelligence-generated noise.
What You Will Learn
- Why complexity in HubSpot can become a distraction if you lose the fundamentals
- What “get your trust house in order” really means for customers and teams
- Why artificial intelligence does not fix bad content, it scales it
- How to use artificial intelligence like an assistant without outsourcing your brain
- Why storytelling is not optional if you want humans to believe you
- Why going back to basics is the most strategic move you can make right now
The Big Moments
Liz opens the episode with the announcement nobody wanted: her final show as a regular co-host.
What follows is not just a goodbye. It is a reminder of what made the show matter in the first place. Real humans. Real conversations. Real connection.
What it means for you: if your marketing feels stale, your customer experience feels shaky, or your team feels stretched, the fix might not be a new tool. It might be rebuilding trust with the humans already in front of you.
Get Your Trust House in Order
Liz drops a line that frames the whole episode: Get your trust house in order.
She points to a simple starting place. Your current customers. Do they trust you to keep promises? Do they believe you will do what you say you will do? When you change your product or process, do you make it easy for them to understand what changed and why?
Then she takes it inside the business. Trust between team members. Trust inside the organization. Because teams do not fall apart only from market shifts. They fall apart when trust breaks.
What it means for you: trust is not only external. If you want customers to feel safe, your team has to feel safe first.
The Hard Truth About AI Content
Liz does not hold back. She calls out the wave of “artificial intelligence slop” that looks polished but feels empty. Her point is simple and sharp: if your content is already bad, automation and artificial intelligence only help you produce bad content faster.
Then she returns to the basics that have always mattered. Messaging that a human can understand without needing a decoder ring.
What it means for you: stop chasing clever. Chase clear. If a buyer cannot quickly understand what you do, who you help, and why you are different, you are leaking trust.
How Liz Actually Uses Artificial Intelligence
George asks the question that most people ask incorrectly. Not “do you use artificial intelligence,” but “how do you use it without losing the human part?” Liz says yes, she uses it. Just not for the parts people keep trying to outsource.
She uses it for low-impact, time-intensive work like scanning transcripts, spotting missed details, sorting keyword lists, and sanity-checking optimization opportunities. She treats it like a helper, not a replacement.
Then she shares a high-level move that is pure strategist energy. She created closed replicas of client points of contact using many hours of interview material, then used those replicas to review drafts and simulate feedback. That helped her secure more first-draft approvals.
What it means for you: Artificial intelligence can help you move faster, but only if you keep the thinking, the story, and the judgment in human hands.
Practical Next Steps
- List the top three promises you make to customers, then audit whether you keep them consistently
- Rewrite your homepage message so a tired human can understand it in one read
- Pick one content piece and remove anything that feels like fluff, cleverness, or filler
- Use artificial intelligence to summarize your transcripts or notes, then verify it manually before acting
- Ask your team one question this week: “Where does trust feel shaky right now?” Then listen
- Review your last month of content and flag anything that feels generic, automated, or disconnected from real customer problems
- Identify one basic thing you have ignored lately, then commit to doing it well for the next two weeks
TRANSCRIPT
Liz Moorehead: All right guys. We're here.
George B. Thomas: we are.
Liz Moorehead: Ugh.
Chad Hohn: So what are you thinking about the, that intro and how you're not gonna have it every Monday morning?
Liz Moorehead: Wow. We're just ripping that bandaid off.
Max Cohen: Ouch.
Liz Moorehead: Ouch. All right. I
George B. Thomas: Go ahead
Liz Moorehead: to say the words, guys.
George B. Thomas: Tell the party people what's happening.
Liz Moorehead: Hey, party people. Today is my last episode on the Hub Heroes. I'm retiring.
George B. Thomas: Oh my gosh.
Liz Moorehead: you guys doing? I know we've had a few weeks to sit with this information.
George B. Thomas: Max said boo,
Liz Moorehead: Max, when I told you guys cried and then I cried. So hopefully we'll make it through today's episode.
Okay.
Chad Hohn: sad.
George B. Thomas: Yeah. Well first of all, it is sad. Um, I'm, I'm very interested. To see the amount of value that hopefully Max Chad and I can extract from your brain over the next 30 to 35 minutes.
Liz Moorehead: your chance guys.
George B. Thomas: yeah, I'm, I'm, I'm super excited about this. So, so obviously Liz, um, business is going well. You've got travels, you've got things, you've got projects, and so, uh, you've been dang gone.
Two years. Two plus years, huh? Three years. Three years of Hub Heroes Podcast episodes. First of all, just because of that, we need to just like give an applause. Like, come on. The fact that you could hang out with me and Max and Chad and Devin, uh, who used to also be on the show for like a saint. Maybe you might have sainthood at this point.
Potentially I don't.
Chad Hohn: I think so.
Liz Moorehead: I think
Chad Hohn: It will in the Hub Heroes Church.
George B. Thomas: Yeah, exactly. Yeah.
Liz Moorehead: I know it can't believe it.
George B. Thomas: I know it's nuts. So I wanna start, because by the way, everybody, just so you know, we're gonna, we're gonna kinda ask Liz some questions and um, I want to start with over three years. Working on Hub Heroes podcast, um, helping with the, you know, outlines and the show and the, the shenanigans that we all kind of throw out.
Like what's the, what's the kind of maybe one thing that you've, uh, learned, enjoyed, like, I'm, I'm giving you a couple different directions, but like, if you could summarize three years of this,
Liz Moorehead: Oh, totally easy. Yeah,
George B. Thomas: Yeah. What, what, what would, what? Where does your brain go?
Liz Moorehead: I'm resisting the urge to be like you at the end of every episode. I don't have one thing. I have 15 things,
George B. Thomas: There you go.
Liz Moorehead: gonna try to,
George B. Thomas: Now you know why I do that. You see?
Liz Moorehead: I know, I know, I know. I would say the one thing that really comes to mind, particularly as I reflect on the past 18 months of episodes where we've seen a lot of complexity get introduced into the HubSpot ecosystem, I think sometimes.
It can get really easy to get lost inside of that complexity. And if you need an example of that, just go back to our 75 part series on loop marketing. Um, but I've been having a lot of conversations recently, both inside of the HubSpot world and outside of the HubSpot world. That kind of reminded me that.
Complexity is an important thing to master inside of the HubSpot ecosystem, but it can just as easily become a distraction because the fundamentals of HubSpot and inbound are, are still the same. And in fact they're more critically important than ever. Right? Like we're sitting here trying to figure out, well how does this part of HubSpot talk to that part of HubSpot?
And you guys say things on this show where I go, yes, yes. I know some of these words, like there's a lot more technical complexity that is now baked into the platform, but fundamentally, at the end of the day, we are living right now in a set of economic, political, and global realities where you just need to get your trust house in order, guys.
George B. Thomas: Ooh.
Liz Moorehead: That's really what this fundamentally comes down to. You can have the best APIs, you can have your knowledge base thing all set up. You can have your invoices running through ops. You can have all of these different things happening. You could be doing all of the things technically right, but if the ethos of your organization, if you are not solving real problems, not imagined ones, if you are not leading.
With the goal of selfless education and actually helping people, you will lose. That's fundamentally it. That has never changed, but I think it's becoming more urgent Right now. I'm seeing a lot more conversations, not just in content marketing spaces, but in other spaces, but trust is all we have. Trust is always.
We've had, but I think people are now feeling the pressure cooker and the urgency around it more because I think as much as we don't like to admit it, we assumed trust was there between us and our buyers, and it is not
George B. Thomas: Yeah,
Liz Moorehead: our buyers and all that stuff. Like we're all a lot more stressed out than we used to be.
A lot less prone to def facto trusting.
George B. Thomas: Mm. I wanna, and so I wanna dig in one question deeper in what you just said, and then Max or Chad, you guys can ask a question, whichever direction you want to go. But you said this term, and I want to dig in deeper to that. You said get your trust house in order. When you as a content strategist, like dope human being, um, person that provides value when you think of the trust house, like what's the four walls of that house that they should be paying attention to?
Liz Moorehead: Yeah, I mean, start simple. Think about the customers you currently have. Do they trust you to keep your promises to do what you say you're going to do? Like, let's look at the loop marketing situation for a moment. That 75 episode. We spent 50% of our conversations trying to figure out whether or not HubSpot was solving a problem for us.
The customers are solving a problem for themselves, and that starts getting into really murky waters. And that is, that is an example of what I'm talking about at a, at a scale that a lot of the organizations who listen to this podcast are not operating at. But it fundamentally, it starts there. The promises you're making to your customers.
Are you keeping them when you make changes to your platform? When you make changes to the things that you're doing. How easy do you make it for them to understand? Is it actually for them? Are you making more choices for yourself versus your customers? And right now, I get it. It's a very scary time. Pe.
When we are in fearful spaces, when there's a lot of uncertainty, we tend to make decisions to fortify our own sense of security and
George B. Thomas: Hmm.
Liz Moorehead: And when you're in the business context, that means the sacrificial lamb is often going to be the customers who are banking on staying. So that's one aspect of it.
When I think about another aspect of your trust house, I mean this is gonna sound, I wouldn't say hokey, but maybe it might seem not related. What's the trust you have between you and the members of your team? I watch, I have been inside of organizations that fall apart because the reason why the organization falls apart isn't because there's something wrong with the product.
There's something wrong with the market fit. It's because at some point, something from a trust perspective gets broken inside the organization and that's how you lose great people, lose great teams, lose the ability to actually work together. And I'm not saying it's like up, down, left, right? Like trust can get broken in a lot of different ways inside of an organization.
But then if we wanna get more into the marketing side of it. I've been seeing a lot of, I, I don't have a beeper button, so sorry Noah. Just a heads up. I've been seeing a lot of shit content, a lot of ai, slop, a lot of, I literally had someone this morning try to pass off something for me to edit, and the whole piece was about like.
You know, you've gotta rise above AI and blah, blah, blah, blah, blah. And I read through it. I'm like, this whole thing was written by ai.
Chad Hohn: Yeah.
Liz Moorehead: I can spot it from a
George B. Thomas: by the thing that you gotta rise
Liz Moorehead: Right, exactly. These are the times to go back to basics, and I've always found this to be true. Whenever you have a lot of candy in a candy store, whenever you have a lot of things, a lot of bells and whistles, lot of stuff you can.
Kind of like optimize and scale and do all these things. Usually it comes down to something very simple. Your messaging strategy. Do I need someone to explain it to me to see how clever it is, or can I just read it and understand what it is that you do, who you do it for, and how you do it better than everybody else?
Chad Hohn: sure.
Liz Moorehead: Like this is about. Basics right now, because we do have all these opportunities with technology, with ai, with all these things. But one of my favorite things that I ever had a client tell me years ago is that that's the thing about automation and AI and all this stuff, if you're already producing shit, all it's gonna allow you to do is to produce shit at scale.
So this is my, my four walls.
George B. Thomas: Max and Chad, where's, where's your brain go? You have you have this episode to ask Liz anything?
Chad Hohn: Well, she's welcome back anytime, by the way,
George B. Thomas: Well, yeah, yeah, yeah, yeah. Without a doubt. Without a doubt. I love, I love that
Chad Hohn: as sainthood Guar guarantees you. Yeah, every week you're welcome back. No.
Max Cohen: week. Um, the weird, uh, man, I don't even. I feel like I would've had an answer to this back when I was doing like onboarding for HubSpot. But in today's day and age of AI generated content, and you know, kids these days growing up with a lot of these tools that none of us had when we were first entering the job market, um, if someone is like getting into like content creation.
For like a, from like a business standpoint like this, right? Like creating content for a business to do, to do the marketing. To do marketing, right? Where do you, where do you even start today? Right? Like where, like,
Liz Moorehead: I don't even know.
Max Cohen: like, you know, does the, yeah, like I, that's the, that's the thing. I don't even know what advice I, I mean, I would probably default back to my like, you know, my basics.
'cause I still think they hold up right of. Yeah, like just if you don't know where to start, figure out like who you're selling to, who's your buyer persona. Right. But like, is that still valid? I don't
Liz Moorehead: Well, here's the
Max Cohen: Like what, what would be your advice to like a new marketer coming outta, like coming outta college and they need to do the content thing?
Liz Moorehead: And they're like trying to be someone like me, like they're trying to specialize.
Max Cohen: I, I think they're just trying to survive.
Chad Hohn: They're just trying to survive,
Liz Moorehead: here's where it's kind of funny. I think we're operating under the assumption that recent changes have contracted opportunities for this kind of work. That's assuming those opportunities were there to begin with. Here's a funny story. So I ended up as a content specialist by accident.
Um, I started at a very small agency in Annapolis. I was brought in as a generalist, but I had a writing background. But small agencies didn't have people who were just specializing in content at the time. Content was really treated. As one of 80 steps you take care of in what the amplify stage of flu marketing.
Like it was, it was like this tiny thing where it was just like assumed that, oh, if you were in marketing, you just did content. It wasn't continue, it wasn't really considered. A specific discipline. Um, Kathleen Booth, who was running the, um, agency at the time that I worked at, saw I think in a way, uh, a gap that a lot of other agency owners didn't see, which is that she had a lot of very smart strategists where content was a drain on them.
So she took the unique step, especially at an agency of that size. We were like under 10 people to have me just be a content manager. Then when I went to Impact, but we were, we merged with Impact. Bob Ruffo gave me a job offer without a job title because he didn't quite understand what I did. But he thought I was really smart and should be there, and then I ended up really kind of niching down into content strategy.
But it took. A year or so of me being a dedicated content strategist on the brand team. Then one just for the sales team. Then I came back and started taking over like the whole kind of content program there. This is still the same thing that we've always had. Content has always been this weird.
Redheaded stepchild inside the inbound marketing ecosystem. We know we want content, but to this day, there is still no HubSpot Academy course that just says, by the way, this is how you actually make a strategy, and this is how you actually start to finish, make a piece of content like the actual principles of storytelling, of content creation, of all of these things.
It's still something that is a lot, causes a lot of pain. Inside of inbound, it is not something that has ever been solved for, and finding opportunities to end up in this kind of work has always been kind of in a crapshoot. Now, here's what I will say though. I had this opportunity because I made this opportunity because this is the thing that I'm really good at.
So I entered in with generalist roles. I doubled down on content and then made, we made the case for my role to exist. Now, what I will say is in larger enterprise organizations, like if you go more into enterprise level, if you go into B2B or B2B, it's a little bit of a larger scale. Larger organizations with admittedly more red tape, admittedly a little bit more bureaucracy, content writers, content strategists, like those are things that they have.
Inbound. I still think this is the greatest opportunity for HubSpot that they continue to just willfully look away from is to create a pathway for real storytellers. Because right now, if, unless I'm mistaken, George, the only person who's still banging this gong in any sort of way. Is Marcus Sheridan still trying to get people to hire J.
Hire J School students to write articles, but even then, there's a ceiling to that. Content Writers usually struggle to be great content managers because they're assignment writers. They're not great strategists. We still do not have a pathway for people to build editorial content programs, which is still what we've always needed.
I'm self-taught and I come from a unique background and I'm also tenacious. So you know, I just, but I had to teach myself all of this stuff. I built my methodologies for content, strategies for messaging, strategies for all these things because I kept trying to find materials to just, please let me be lazy.
Please just tell me how to do my job for me, and they did not exist.
George B. Thomas: S So I have, gosh, Chad, I know you need to ask a question, but I have, I have two. Well, I, I'll keep it to one. Um, Liz, when are you gonna build that roadmap for everybody?
Liz Moorehead: Which roadmap?
George B. Thomas: Um, the one that basically teaches everything that you've taught yourself to get to who you are so that people coming out of college or trying to do content can just take your course or take your X, Y, Z or when, when's, when?
When's this gonna build that thing?
Liz Moorehead: I just realized that it's been a while since George has called me to the map on something. So here we are. You know, that's something I've always really struggled with. Um, not because I have a lack of content clearly, but there. Is this gap, which is the thing I've been talking about, which is that there are times where I, like I'm at a time right now where I am in great demand.
Like I haven't felt contraction due to ai. Um, if anything, I'm more in demand. And what's actually interesting is my work has become more complex and more interesting because of it. 'cause I'm solving higher impact problems. But the challenge is that what I do. Is either misunderstood by a lot of the industry or they just don't want to deal with it 'cause it's too much work, too much investment.
George B. Thomas: Mm.
Liz Moorehead: Um, but, and, and maybe that's kind of a negative way to look at it, but it's just, I would be very curious who would want to learn this, because sometimes I feel a little bit like a speakeasy, right? And I've talked to a couple of friends of mine who specialize similarly, the way that I do. People who work with us love working with us.
If people don't know what we do or under don't understand it natively, they just hear many, many, many expense. Expense, expense. I can have Claude do this. Like there's a weird delta there where it's like I could see a new generation of people like me right now, but it is very hard. To get people excited about the things that I do.
It was already difficult to get people excited about the things that I do because I am the human personification of homework and inbound
George B. Thomas: Mm
Liz Moorehead: blog articles, pillar pages, messaging
George B. Thomas: Yeah.
Liz Moorehead: strategies, all the things that make you go slow down, educate, do these things. Right kind of compounding interest. Now, again, I'm not putting myself down. I mean, I've been crazy busy. But this is just the thing that makes me sad is that like we have all of the, going back to the first question in this conversation about like trust, right?
We have all of these people running around desperate to figure out, well, how do I communicate? Trust? Maybe chat, GBT will tell me a new sentence for the thing I already do. When there are people who are built to be storytellers, where the, where it feels so stupidly simple in some ways you don't believe it can be profitable.
You don't need fancy words, you just need the right words, and you need to want to invest the time and the energy into them. And the people like that would be like saying, oh, you know, sales leader, we can find someone who like does sales as part of their job,
George B. Thomas: Yeah. Chad. Chad, where's your I I have a question I'm not gonna ask you right now. I'm gonna wait, but Chad, where's your brain as far as like questions for Liz?
Chad Hohn: I mean, there's, you know, so many things. I mean, Liz, you've been here for, you know, three years doing this. I was a listener before I was a co-host, you know, hanging out in the chat, listening to all the good things y'all had to say. Yeah. Chad, in the chat. Um, I, I just think like, I mean, even what you're saying starts to go to the place where it's like, you know what, what It feels like the, the real underlying thing here.
Is is like, uh, trust. I think human connection is gonna be almost a form of currency at some point. As abundance grows right in the world and more things are readily available, like the thing that will capitalize on, seems like it's gonna be human connection. And it seems like telling a story connects people to.
Your brand, I guess. Right? And anyway, all that to say like, or to ask, like, is that really the thing that you feel like people are gonna need to be focusing on? Or like maybe, would that be some critical piece that you've learned over time? Because I mean, I'm Mr. You know, live in the workflows and I like the technical complexity 'cause I like to understand it and help teach it to people.
I'm like all the way on the other side of that fence. Right. But. Like making the engine work to support people so that they have a good experience, like customer experience from beginning to end. But with you, would you say like without being distracted by the technology, without being distracted by the ai, what's the most important thing for like maybe a business in 2026 to remember about that human connection or that trust center?
Liz Moorehead: I have to point something out. And Chad, the way you framed that question, I think kind of points to. One of the big gaps and I, I mentioned this when we were talking about trust. Guys, is it really the year of our Lord 2026 when we've decided human connection is a critical part of our business? Like are we a be so for real right now?
Did we forget like I, we discovered that back during COVID, but like that's the thing that drives me crazy about this. And then I'm gonna answer your question 'cause it is related to it. This is the necessary foundation. In order to make any sort of connection with anybody, you have to have a human connection that's built on some sort of trust, relatability, some sort of a, it's just how we interact in the world.
Chad Hohn: Mm-hmm.
Liz Moorehead: I don't care if you're more of a technical expert or you're more like me and you just won't shut your damn mouth, like it doesn't matter. Think about the conversations that all of us have had. They're all built on stories. They're all built on trust. They're all built on human connection. What I find fascinating is we act like colonizing, archeologists going like, oh my God, human connection and discovered it in the sand next to this sarcophagus of trust.
Like God. This is how we function as humans. There's this really fascinating study, um, that I discovered recently where people tend to like. Feelings aren't facts. I like to make logic-based judgements, all of these different things, right? Do you realize how much of our decision making is based on emotions?
There was this fascinating study where they studied a group of people who, their intellect was intact, their IQ was intact. They could explain right and wrong from an intellectual perspective. They could, there was nothing about their intellect that was corrupted in any way whatsoever. They knew what they were supposed to do.
They knew what, how they were supposed to do it, all of these different things, but they had a particular type of lesion on their brain that created a disconnect between their emotional fifis. Center and their ability to ma and their decisions and their logic part of their brain, and wouldn't you know it, those people who could speak at length about right and wrong.
Had those disconnects, that lesion in their brain, their lives were falling apart. They couldn't hold a job, they couldn't keep a relationship together. Everything like friendships, family, everything. Just complete dumpster fire. So I bring this up. Because we tend to forget that we are human beings and we make human based decisions.
Human connection has always been important. It's just when things are going well and the economy is going up and nobody's worried about war or anything, we take all of those things for granted because money is kind of everywhere and nobody's making a lot of smart decisions. We're all just like, yay, everything's great, da da, da.
And we take all of those things for granted. The moment that ecosystem has any little grain of sand of stress reintroduced to it. Oh God. Human connection, that's important. Our customers should trust us. Oh God. And then all of a sudden we have a new spate of keynotes. Talking about trust is the only currency we have. Now, back to your question, Chad, on, based on all of that, the reality is, is that. I don't possess a different skillset. As a human being than any of you guys sitting here. You're all storytellers. You do all of this stuff reflexively without thinking because you woke up this morning and you're a human being who makes feelings based decisions.
Because our emotions tell us what are urgent, what we care about, and what motivates us. That is how we are biologically programmed. The only skillset I possess that's a little bit different is I, you look at a system, Chad, and know how to build nos out of it and like a literal operating system for an organization, George, you know how to build process and automate and do all of these things.
And Max, you're such a good yeller. Okay. I'm just kidding.
Chad Hohn: Got 'em.
Liz Moorehead: Gotta, no, you're. He gets natively, understands relationships and all of these different things and how these things come together, right? I just know how to look at words on a page and go, that's not how a story is structured. I know that my job is best, like I'm most effective when I'm removing things rather than adding things.
It's just my skillset. But we all possess the native skillset to be storytellers. We all possess these things. What happens is, is we sit down at a keyboard and freak out.
George B. Thomas: Okay, so man, um, now I'm gonna save my question. Max, do you have another question for
Liz Moorehead: have six minutes left. Where are you gonna see
Max Cohen: Hit your question, George. I wanna make sure you get it
George B. Thomas: So Liz, you, you talked about AI swap. And, uh, you talk about like the world of AI and human connection, and actually this might be a two part question. Um, one, does Liz herself use AI in her process? And two, have you, it's, it's not that easy.
You're gonna have to go deeper than that because the question is kind of like, and where do you, as somebody who is like human connection storytelling, where does that fit in? And then my, my maybe part two or second question is like, have you found somebody. That is doing it right, meaning they're AI assisted, uh, content creation, and it, it doesn't look, feel like garbage.
Liz Moorehead: I mean, yeah, I mean, first of all, the answer to your question is, is yes. Um. I don't use it. I, I, everybody has to find out what their relationship is with ai. But like, I think we've just, I'm not gonna say overinflated, its importance. It's just like, it's ai. You have to figure out where it works into your processes.
I'm like, it's the same way I figured out. How Google Drive works into my processes and how KVA works into my processes. Like it's just another thing, right? So when I think about my relationship with it, I just looked at my processes and this kind of happened naturally. What are the low impact activities that take a ton of my time that just make me feel like I want to just tip slowly in front of a car traffic.
Like just the things like that, right? And a lot of it is dumb stuff. It's just like, Hey, Claude, hey chat, GBT. Here are four hours worth of transcripts, human transcripts of conversations I've had. Did I miss anything? Like kind of parsing through stuff, like things like that. Um, just because sometimes literally flipping pages in a transcript gets like, really.
George B. Thomas: Yeah.
Liz Moorehead: where was that thing again? Like sometimes I ask a dumb question, like, what page was that on again, that he said that thing. It was very smart. Um, I had to go through like data sets of keywords. Um, I don't bring it into my processes around. Ideation and writing and drafting. Um, I will sometimes have it go through with like a final draft and say like, I'm really trying to optimize around this keyword.
Do you see any opportunities where I'm kind of like, I won't immediately blindly accept all the changes, but essentially I just use it like a little assistant. It has, you know, created a po uh, an opportunity for me to spend more time on the high impact work I really love doing because it's helping me with more of like the administration of content strategy, the administration of content at scale.
Um, and then also sometimes I'll just be like. Dumb questions. You know, how many weeks are in Q1? So I know how many weeks of an editorial calendar I need to create somehow. I always screwed that up. Um, but no, it's just, it's little things like that, um, that are really helpful to me. I do have, one of my favorite things I did was I created an closed GPTs, um, replicas of my, um, points of contact at certain clients.
Based on like hundreds and hundreds and hundreds of hours of interviews. And so I will submit first drafts to them and get their feedback. 'cause I have them role play as that person. And I was very curious of how I was gonna measure the efficacy. Uh, and then I noticed I started having like a massive uptick in one draft approvals doing
Chad Hohn: Nice.
Liz Moorehead: So
George B. Thomas: that's, that's dope right
Liz Moorehead: Yeah. And, but it still requires like. You know, thinking like, don't accept everything, but yeah.
George B. Thomas: Yeah, because it's funny because I think a lot of people think about content creation and the AI process of like output, but the fact that like, you're almost cloning that human to like input and then go from, so that's very, that's, that's, that's a dope, uh, example.
Liz Moorehead: Oh yeah. Well, because most of my clients are super busy, right? Like they believe in what I do, but they're high performing. They're always the busiest people at the organization. 'cause they tend to work very closely with C-Suite. So they're always the people where it's like, I've got 'em for like that small amount of time.
And they understood that revision cycles happened, but like my life has just gotten so much easier with that. So.
George B. Thomas: Max Chad, one more. Let's call it micro question for Liz.
Max Cohen: Liz, what's next for you?
George B. Thomas: Ooh.
Chad Hohn: Good.
Liz Moorehead: I mean, I'm gonna go work with my, my clients that I already had after this, uh, going to San Antonio next week. Um. Gonna be talking at a conference. Um, and then, yeah, just the usual guys. I'm still gonna be here. I'm still gonna be the nerd like this. I'm still me. Fundamentally, that hasn't changed.
Max Cohen: Oh
Liz Moorehead: Yeah.
Thanks Max.
Max Cohen: And you'll actually be seeing us at Inbound this
Liz Moorehead: I know I bought my train tickets, guys. I know.
Chad Hohn: nano question. I got a little, so this is like just a yes or no.
Liz Moorehead: Oh,
Chad Hohn: it's not. But do you, like you're talking about how you're using AI and
Max Cohen: is at 50,000 right now. Chad,
Chad Hohn: It's at 50,000.
Liz Moorehead: all that matters,
Chad Hohn: you should be focusing on. Uh, were you here for that episode that we did on Marketing Studio? Liz, you were where we went through and like, do you feel like that that is a user interface that was made by an engineer for a content team or that it's actually useful for a content team?
Liz Moorehead: Well,
Chad Hohn: Because it has like all sorts of cool features.
Liz Moorehead: That's my last episode and my last question. So I guess I just get to be brutally honest. Uh, with the exception of the blog tool, I have yet to meet a content tool inside of HubSpot that I actually use in my day-to-day job.
Chad Hohn: Yeah.
Max Cohen: Show.
Chad Hohn: But if it was a bigger team, would it be helpful or no?
Liz Moorehead: No, I worked inside big teams.
We didn't even use the content calendar in there 'cause it didn't do what we needed it to do.
Chad Hohn: Mm-hmm. Wow.
Liz Moorehead: Even more so than that, there was one tool that we really liked and it was the content strategy tool, which then they named the SEO they, they renamed it the SEO tool
Chad Hohn: Mm-hmm.
George B. Thomas: Yeah.
Liz Moorehead: even really that useful anymore. I, it just. There is a distinct lack. I, I think, here's the thing. I'm not sure how much more I want to live inside of HubSpot as a content person.
Um, if you're really. Well embedded content person inside of an organization. Whether you're an army of one or you're inside of a team, you tend to have to be very cross-functional. And do you know who hates playing inside of HubSpot? A lot. C-Suite. There tends to be like reporting and stuff that needs to happen outside of it.
I, but I've literally never used any of their research tools to build a content strategy. Like nothing. Like I don't, there is a part of me that really sometimes wants to ask HubSpot. Do you genuinely, a hundred percent full chest. Believe someone like me could do my entire job inside of HubSpot. And if the answer is yes, we need to have a very long conversation.
Chad Hohn: Yeah. Mm-hmm.
George B. Thomas: and I would almost even. Ask the question, and this isn't my last episode, so love you HubSpot. But I would almost want to ask the question of like, can you show me one of your content people that from A to Z just use HubSpot for this?
Liz Moorehead: I mean, back in the day, even when they had their own content calendar, I remember when they used to do, like, they, they did a lot of their content calendars in Trello. Like they even, they weren't using it. Like, I just, I don't,
George B. Thomas: Well now you got the projects tool or the projects object, so you could use that. But anyway,
Liz Moorehead: yeah. 'cause I'm never Yeah, absolutely. Because
George B. Thomas: we get canceled for forever, um, which we don't want. Uh, Liz, here's my question to you to end this. What are you gonna miss most about Mondays at nine 15?
Liz Moorehead: seeing my friends retiring, this has been really hard. Um, I have grown up so much on this podcast, George, I think you know that more than anybody else. Um. As long as I've been working for myself, I've been a part of this podcast, um, and there's such a beautiful community here and I really love you guys so much.
Like there have been times I've been having like the worst day, somehow I'm having a bad week and it's like Monday at eight 30, like, you know what I mean? And I would still get to come on here and like for an hour, just like. Chill out with incredible people who are so smart about what they do. Guys, seriously.
Sometimes you talk about things. I'm like, I am so glad I have this outline. The fuck are you guys talking about? Like, like, that's why I would always ask, so like, pretend you're talking to a 5-year-old. Like, what, what is, what, what is, what does
Chad Hohn: for our listeners.
Liz Moorehead: our listeners? Like half our listeners? no, it's just.
Monday morning, I'm not gonna be here next week. And that's really hard. And I love you guys and I love the audience and you know, I've just been really lucky to be here, but I really can't wait to see what you guys do. Like Georgie and I were talking about this, like HubSpot has changed so much, but I just hope people remember that the fundamentals really shouldn't be changing.
But I think you guys are the stewards that this community needs. You need someone who can talk complexity, who can understand it and make it more simplified. So I'm just, I'm really excited to see what you guys do. But yeah, it's so hard. Sorry,
George B. Thomas: Oh, you don't, you don't need to apologize. Uh, max Chad, final words before I close this out for Liz.
Max Cohen: Liz, I just wanna say thank you to you. Um, I think if you remember like the, I, I can't believe if, I can't remember if I had privately texted George this or if I had said it while we were on the show. Um, but I remember when you kind of came in to. Take the reins and herd the cats and, you know, uh, really, you know, help us get our shit together.
I remember saying like, oh, this is the first time it's felt like a real show, you know?
Liz Moorehead: Thank
Max Cohen: um, you know, you, you really, you really brought that to this, uh, to this endeavor and I'll always, always appreciate that. And thank you for everything you did for us.
Liz Moorehead: I'll miss you losing your mind once a week, max. It was my favorite way
George B. Thomas: Mm.
Liz Moorehead: the week.
Max Cohen: Oh, you'll still be able to hear me lose my
Liz Moorehead: I know.
Max Cohen: not, there's not gonna be any shortage of that, so,
Chad Hohn: I think she'll be able to hear you all the way where she lives from where you are
George B. Thomas: Without listening to the podcast, by the way.
Chad Hohn: podcast. Yeah.
Max Cohen: Yeah.
Chad Hohn: Um, Liz, it's, you're gonna be missed. I mean, it's been, uh, fun, uh, and to be on this podcast. I mean, I'm grateful to be here and spend time with such awesome co-hosts and, um, I think, you know, we'll be missing a little bit of grounding, but, uh, you know, we'll, we'll try and do our best to do our own cat herding for a
Liz Moorehead: Yeah, I can't wait to see the first outline that comes out of this guys.
George B. Thomas: Yeah,
Max Cohen: be a shit
George B. Thomas: Uh,
Liz Moorehead: Well, I'll still, I'll still be in the, I'll still be in the Slack channel, so if you need me to look at anything, let me know.
George B. Thomas: There you go. There you go. So, I'll say this as a, a friend. I'll say this as a, maybe a little bit of a mentor along the way. Uh, it has been an absolute joy having you on the show. Um, you made my life, um, way easier for many, many, many episodes of being able to just focus on helping humans, uh, and helping humans with HubSpot, with the outlines and the cat herding and, uh, just your ability to.
Kinda wrap this a little bit into a story, uh, you will be missed. You are loved. Of course, we will have you back, um, whenever we want somebody who can just, uh, you know, spit venom at HubSpot or tell us, uh, wonderful things about the content strategies that we should be doing or how people are jacking it up with ai.
But, um, yeah, it's, uh. It's a sad moment in Hub Heroes podcast history. Um, but again, thank you. Thank you, thank you.
Love you too. Now, listeners, by the way, what you just witnessed, believe it or not, was human connection and the lesson that you should have
Liz Moorehead: just discovered it.
George B. Thomas: yeah, we just discovered it. And the lesson that you should learn is probably this simple.
Hmm. Wow. Get back the basics.