Andy MacMillan

And it's very true.

Although with our product, I think part of what's unique about it is because we're delivering an experience back to our customers where they're watching someone use their product.

In many ways, it doesn't scale like a data product scales.

You actually have to put the time in to get the value out.

So for a lot of our customers, they actually have an unlimited consumption model.

What they're paying for are seats, people who can get the insights.

And because they actually have to invest the time to consume the insights, that actually helps protect us from ridiculous usage in an unlimited model, but actually provides a ton of value to our customers because as they run different projects, they can just ramp up and use more of the product.

really is needed.

We do have, as you would expect in most enterprise kind of SaaS models, we have a customer success team that is engaged with our customers and making sure they're onboarded correctly, that they know how to set up and run the studies.

We do, like any good SaaS company, we have metrics in our own product to make sure that we're seeing adoption and usage and that people are getting value.

And if they're not, we swoop in and help make sure they understand how to use the product, how to plug it into their process.

We've got two offices in the Bay Area, one in San Francisco, one in Mountain View.

And we actually have a good size office in Atlanta.

And then for our larger clients, you would imagine we have a field sales and success teams.

We have a lot of people that home office and are near our customers, which I think is really important at that level.

That's right.

Yeah.

So we've been scaling that, I think, very efficiently and effectively.

So we're seeing a really good return on our sales team as well as our success team.

But that's right.