Brian Halligan

And we don't want them spamming people out of the CRM system.

So we use seats as a close enough proxy.

And so we have a marketing product based on contacts and a sales product based on seats.

That is not ideal, by the way, because you have to think about it.

You don't want people to think about your pricing model.

at this point that we're sticking with that.

I think the simpler, the better.

So when we first started HubSpot, it was like, it was like a model T, uh, I don't care what color you want it.

As long as it's black.

Um, we had a product called HubSpot, not basic pro enterprise.

It was $250 a month.

And that was it for the first five years of HubSpot.

And then we got really bold and we came out with HubSpot Basic, Pro, and Enterprise.

And that was it for like three or four years.

Then we raised our round from Sequoia.

And this guy named Pat Grady at Sequoia, who is an expert on pricing, and he was the one who schooled us on this kind of two-axis pricing.

It's like you need a second axis around something like contacts or seats.

If you don't create that second axis, you won't get that uplift.

When we did our round with Sequoia, our customer retention rate was something like 70%.

What's that?