Chris Aranzio

No, we've got two sales reps, but they're 100% inbound.

So it's more about just talking to customers that need extra help.

Interesting.

Yeah, so the ramp went up pretty consistently.

When I was on here last year, I think we were spending $30,000 or $40,000 a month.

And we went up to $50,000 and then $55,000 and then $60,000.

And as we were doing it, we're constantly measuring our acquisition cost, how many signups per week we have, and then making sure that a huge swath of those customers aren't canceling as soon as they get in the app.

Because that's a challenge that we saw last fall.

We brought in a huge wave where we doubled our customer count in a month.

And then we saw our churn spike because we got a lot of bad customers.

So we were a little more careful about how we ramped up.

But it's just been swapping out better creative and saying, what messaging resonates with the customers that are staying the longest?

And what case studies do we have from, we've got 200 customers doing this particular thing.

Let's make a case study out of it and target our marketing a little more.

So

It's just gotten a little more sophisticated, I'd say, in the last year.

So we should end this year at the about three point five ARR.

No.

So we had an interesting trigger in our convertible note where once we hit a certain revenue threshold, the ability for me to pay back went away.

It was investor friendly, but I was good with it because I didn't want to be in a position where we're spending all the investor money and then I don't have the money to pay them back if they demand it.