Andrew Yates

It just depends on how fast we turn up the kind of temperature.

At the moment, you know, we'll be at the cash flow break even profitability stage by kind of middle of the year.

And that feels like a good place to be.

So we're tracking on around about 1x in year one, which I believe is world class.

The things that are really important to us, tracking overall growth, cost of acquiring a customer, net churn and gross churn, net promoter score.

And, you know, one of our secret weapons is that we use whilst we might use machines to drive the smarts, we use great people to drive adoption.

So one of the things that's a bit different about Artesian is we've got a gamified method inside the platform, which measures and guides seller behavior and encourages the best behaviors.

And it's called a social seller score.

And it's also generated every 24 hours.

And we use a combination of.

what the system's telling you you should be doing, and then some customer relationship management methods that we borrowed from our friends at Salesforce to really keep that average daily user engagement high.

We're running at around about 89% average daily user engagement, which for a tool set or platform,

in our space is really, really high.

Yeah, absolutely.

And also, when you look at Artesian, you'll see lots of bits of things that you've seen before, but never in one place.

So one of the things we launched in the last year was...

a way that we can build a smart calendar for each user every day so that the smarts get, you know, auto-populated into your calendar.

That's where we're partnering with Full Contact and others to also provide things like the social profiles of the people you meet, which goes way, way beyond what you can find on LinkedIn.

yeah depending on the segment i mean we've got we've got we've got some small medium business customers um but it's it's a classic kind of you know 80 of the revenue comes from the you know larger enterprise customers so so you wouldn't be far off okay and what do you assume obviously this is always kind of a back of the napkin thing but what do you assume the lifetime value is of one of these 120 enterprise customers so i'm measuring it in years at the moment it's tracking at 5.2 years and how do you track that like give us the equation because this is different for everybody

Yeah, so the way I've been taught to track it is to look at the average that we are keeping hold of customers.