Brendan King

If they don't start making money, they're not going to keep paying us.

So we call that crossing the valley of death.

So we, you know, they're paying us a subscription.

If they start making money with our products, which is what we hope they all do, of course, then they're going to stay forever until either a competitor takes them or they go out of business.

And, you know, that, so, you know, our churn is much lower if you consider the people who go across the valley of death.

So, and then on the other side, they start selling products to small businesses.

So those big horizontal players like newspaper companies have a monthly churn that can be in the 5% or 6% range.

So you can have up to 60% SMB churn, and that's one of the reasons we're not in that space.

Whereas some of our other partners who are maybe niche players, maybe they're in the multi-tenant family space or they're in the auto space, they'll have churn that's much lower.

They might be in the 15% SMB churn, which is more native to what the actual –

So, you know, our costs, it can vary depending on how we do it.

We're mostly what we are.

We have a we have an inbound model.

So we generate inbound leads.

We have a segmented sales force.

We have SDRs that call and close those leads, set an appointment, rather BDRs that close them and then they have off to success.

So overall, our LTV to CAC is really, really good.

We're running 18 to 1 right now on our LTV to CAC.

So I like to segment LTV.

our our businesses into cohorts so we have you know a core a cohort that pays us more than 20 000 an annual contract value is about 83 of our revenue and those guys will have a ltd somewhere in the you know they're they're all the lifetime's huge in fact we used to cap it when we measured this because it was you know just going to what'd you cap it at we counted at 10 years yeah um