Adam Sandman

So they have to have a well-defined software system like ours.

They can't just bring it together using spreadsheets or other tools.

So that's a great example of a client that we would now proactively target.

And then similarly, clients in the manufacturing space that, again, they want to digitize their future.

They want to be able to deliver software-defined vehicles, software-defined manufacturing.

So they want to be agile and differentiate, but they also need to follow all the processes they already have.

Whereas a client that's never going to change, we don't want them as much.

Or a client that's just an IT company that's just going to release software

change tools every year.

They're not going to be a long-term customer with us, or they're certainly not going to expand and grow and be the reference that we would need.

We want clients that only want to be our customer, but evangelize to other customers for us.

Yeah, so the largest defense-type companies are probably paying, I have to get the numbers, somewhere in the, I guess, if you look across all their buying points, a couple of hundred thousand dollars a year.

And they're mostly the large defense companies or aerospace companies.

And then from there, you're going to go down into the large biotech, large IT companies, manufacturing that are paying $50,000, $60,000, $70,000 a year.

And there is a large tail of the people paying $12,000 to $15,000.

15,000 a year, which obviously forms the base of the pyramid.

It's both.

It's first of all, identifying additional personas in their organization that would use additional features.

And that's why we actually have three flavors of our product.

So we don't just have, even though it's really one product, we sell in three distinct flavors, which target different personas.