Andy McMillian

So we're seeing product teams, design teams, marketing teams getting on the product, running their own tests, understanding their customers more closely, more deeply.

And really scaling.

So where our largest customer a couple years ago might have had 20 or 30 seats.

We have a customer right now we're working with that's looking at doing over 10,000 seats with us because they want to see everyone in the company who builds or markets or designs the product be able to have that direct interaction and see people using the product.

And so I think those two things combined have really created kind of a perfect storm for growth for us.

We've actually seen improvements on gross revenue churn as well.

We're at about 86% right now retention.

So call it 24, sorry, 14% gross churn.

Yep.

And again, we sell in all segments.

You see, you know, higher numbers in the SMB segment.

A little over 100%, but we're starting to see that really tick up as these more seats are deployed.

Yeah, and both of those are picking up.

No, to the net.

I mean, the gross and the net are both going.

They're both getting better.

Yeah, this is one of the things I have a little bit of religion on and sometimes end up in debates on different kind of SaaS stages with folks about.

I have a chief customer officer who reports directly to me, and they are solely responsible for making sure the customers are successful.

They don't sell them anything.

They don't upsell them anything.