Bonnie Crater

We have 35 people.

We've got in engineering product roles, we have about eight people doing that.

And then we have 11 people that are doing sales, about four or five people doing marketing roles.

We have some people counting the money.

Somewhere around there.

Our model has always been to double year over year, and then one year we need to triple.

So when I've done this modeling, basically that's kind of how you have to do these SaaS businesses, is one of these years you have to have a breakout year where you triple in order to get to breakeven.

So one of these years, we're going to need to triple.

So we're at around a 90% renewal rate.

Great.

So it's, you know, 10% churn.

And people churn largely because they get acquired.

We have a lot of technology companies as our customer base, so they're always getting acquired, which is a problem for us.

But anyway, and then there's the CMO switch out problem, right?

And the new CMO has some different idea or whatever.

So you don't have control of a few of these things.

But in general, we have really, really great customers.

We love our customers.

We try like hell to make every one of them successful, but sometimes we just can't do it.

Okay, so we...