Alfonso De La Nuez

And so we use a tech touch approach or semi tech touch approach where we have a team of people that will sell that type of license and that type of product with a pricing model.

It's still an annual subscription, so we still have

the same in terms of how we engage with customers, but it's going to be the starting point.

And we assign a team of people in marketing as well to work on those opportunities.

And then we have the enterprise team that works on higher deal, higher value deals.

And they often work together, of course.

I mean, we're seeing, that's actually one of the things that I like the most about, and our CRO speaks about this, talk about an escalator, right?

And we see that we have a lot of companies that started in UC Go are actually moving up because they're maturing or they want more or they want more capabilities, et cetera, et cetera.

I think we're at 1.4 million or so, somewhere around that, yeah.

Yeah, very good question.

I'll answer the question telling you where we came from and how we're doing it now.

So we used to have a leader in customer success and a leader in sales for new sales.

And they were both reporting to me.

And to be honest, they tried really hard, but it didn't really work that well.

The retention wasn't where I wanted it to be.

And they didn't talk to each other that much.

Keep in mind that most of our business is high end, high value, high touch.

So what we discovered is that the CSM is more like an account manager.

and work and should work together with the account executive that sells the deal and should be kind of like in the same team.

I felt like what we needed there is a consultant.