Andrew Yates

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

So, you know, we've got banks like Barclays, HSBC.

I mean, HSBC have just signed another three-year deal.

That'll be seven years of continual service.

And that, you know, bear in mind our age, we can't obviously track beyond the timeline that is how long we've been in business.

So we've seen a really, really healthy customer, you know, lifetime.

And then from that, depending on the size of the customer in the segment, we can calculate the value.

I think I need to hire you in my finance team.

Your brain works much faster than the people around me.

Yeah, I mean, I think just to finish up, Nathan, you know, lots of enterprise class software doesn't get wisely used and adopted.

And if you ask any sales leader or marketing leader, to be honest, about their team performance, I think the 80-20 rule is alive and kicking.

80% of the value comes from 20% of the people.

So the 80% that are average are the biggest opportunity that we have to make that dent in the universe that we talked about right at the beginning.

And we get right into that as a company.

I'd be interested in talking to them about creating shareholder value.

I mean, at the end of the day, 50% of our equity is owned by an institution that's invested with an expectation they're going to see a return.

Two co-founders.

Three of us have got about 50% of the business.

Yeah, that's right.

It's a three-legged stool analogy.