Alex Schutman

uh, on, you know, on the price point.

So that's why we, we try to land with these things we know really well.

And then our customers take us to all sorts of incredible, incredibly fun use cases.

Uh, our customer acquisition cost is, uh, is under 18 months right now in terms of payback.

Uh, we've raised about a hundred million dollars.

The last raise was in 2015.

So I am very proud of the fact that we're a company that's raised less money than I was just going to say, that's a great ratio to hit.

And we're cashflow.

You look, we're cashflow positive.

We intend to stay cashflow positive.

We're financially, uh, we're financially healthy.

And, um, I, you know,

I'm just really excited about the company's prospects.

Yeah, really what we look at, what we've been trying to look at is who are all the customers that,

that have grown to over $100,000 over time.

So customer- And ACV.

Yeah, ACV, ARR, but customers that are willing to spend over $100,000 with us and what has been the path that they've grown to $100,000 and what are the kinds of things that we've been able to solve for them?

And so what we're much more focused on right now, rather than the entire 2,844 LTV, 2,844 customers LTV,

or LTV ratio, what we're really focused on is these larger customers that we tend to have success with, and we have success, usually, like I said, it's in a dozen or so departments.

What are the similarities and how can we shrink the time