Allan Thygesen

I mean, we have over 1.5 billion individual profiles that have executed a document that DocuSign, right?

We have over 1.7 million monthly paying customers that pay us for our services.

I mean, those are very large numbers.

I can't even imagine the media plan and the effort that it would take to meaningfully substitute that if you tried to change the name.

So, yes, I did have people who suggested that.

And, of course, it does tie us back to sign.

They and I were dismissed from your company.

I'm sorry, but I don't think that would be a good idea.

DocuSign was a COVID darling, right, where we were growing very nicely before COVID.

And then we have all this demand pull forward from COVID.

And then when that receded, it was a hard reset.

Some use cases fell away and customers had pre-bought and bought more than they needed.

And so it was a pretty tough reset.

And that affected all parts of the company.

And I think one of the things that's a hidden cost of that kind of automatic demand is that it's not just your salespeople who fall asleep and forget how to sell.

Your product engineering organizations say, well, as long as I keep the lights on, I can sort of do what I want.

And I think we lost some DNA.

There wasn't as much of a focus on shipping and moving the needle from an innovation perspective.

And so as we discussed earlier, I think resetting the bar, articulating a new vision,

explaining to people that they were empowered to go and innovate and suggest ideas, raising expectations on release velocity.