Aleksandr Yampolskiy

Well, I would say roughly half of our company are in the product technology.

We're an engineering-driven company.

We believe our vision as a company is

We want to create a new language for how companies talk about security.

So we want chief risk officers, board members, CFOs, regulators, we want them to start using scorecards as part of an everyday dialogue.

We want people, just like people bake into contracts 99.9% uptime requirements, we want people to start baking into contracts minimum scorecard requirements.

Mm-hmm.

And that's the vision we're trying to create.

And so half of our company is dedicated to product and engineering because we believe that ultimately, I mean, if you have crappy technology and really good sales and marketing team, that's only going to last you so long.

If you have an amazing technology and crappy sales, marketing, and execution, then people are still going to value your technology.

Luckily, we have good technology and good sales market and execution, but we're dedicating quite a lot of people in our company towards product innovation.

Customers pay us upfront.

So, you know, and given the retention rate that we have, you know, we see in very good economics metrics.

I don't want to disclose it, but, you know, we see in very good efficiency.

It depends.

We're under a year.

We...

see very good network effects out of what we do because if you have a company if you have a company who is using us to monitor 10 000 plus of their suppliers naturally those suppliers also want to know what their scorecard is they want to know how to get better they want to know how to how to improve for example suppose you have a very important marketing relationship and uh

That marketing relationship says, I'm going to put in $2 million into Nathan's podcast, but we're concerned about your security.

Well, it's going to be an incentive for you to sign up for security scorecard because you want to make sure you're protected.