Andrew Patrick White

It has very much to do with the complexity of a client.

So, for example, a really small US hedge fund, maybe $500 million under management, trades in a few countries, has one portfolio, would pay a fraction of what, let's say, a household name like JP Morgan or Citigroup would pay when they trade in 95 countries, have thousands of portfolios, and they manage trillions.

So it's very much about the size and complexity of a customer.

Yeah, and a few more on top, but it is very much trying to calculate

How much pain will it cause the customer to do themselves?

How many bodies would they have to throw at this?

And that has to do with exactly complexities like that.

Generally, yes.

We try and keep it as simple as that.

If you're not really causing us more pain, you're not making our servers fall over, you're not pushing the client success team, then for us, you're the same type of client.

It's very rare that a client would increase size so dramatically that they become a different beast.

So for us, what we call organic increase, which as you said, would be

know going from 100 million to 500 million will be included in the price where we would say okay you've moved a different category is what we call non-organic growth ie m a you purchased one of our other customers you purchased a prospect of ours and then we say okay you've gone from 200 billion to 500 billion you're a different organization so that's when we would trigger a price increase so Andrew is it fair to say then you you don't have expansion revenue

Very little of those, yeah.

Well, they're two different teams.

Marketing for us is two, onboarding is about six.

Yeah, we're kind of an old-school business in that respect.

I mean, once the customer is using the system and resigning, then it's a successful customer.

I mean, we obviously use metrics like Net Promoter Score.

You know, we do conferences.