Chris Mack

Honestly, so the main reason is personal psychology, I guess, around it.

So if you're focusing on those numbers, if those are the numbers that are, then those are the numbers that you're going to drive towards, right?

And like you said, there was a, you know, I made a lifestyle change like decision to not focus on those so that I could focus on other things that I consider to be more important.

So if I focus on the number of customers that we have, then that's going to be the metric that I use moving forward and the metric that I consider to be most important.

If I, on the other hand, work on making sure that our customers are happy,

and that the platform is working for them.

And that's what I'm going to be focusing on.

Yeah, we're, we're between 10 and a thousand.

No, there was two of us who founded it.

So my former co-founder, she left probably about four years ago when we decided to make the switch.

Did you buy her out or did she take equity with her?

She still owns part of the company.

We're four.

We're a very small team.

Well, we have a software dev, a customer support person, and basically like a... What do I call him?

He's a software dev slash server admin, I suppose.

Right.

So, I mean, we're maintaining effectively.

So the, the, the issue with this kind of space is it changes so fast that it's difficult to try to, uh, like you can't just build a product and then leave it running because all the other, like we integrate with probably about 20 different systems, which is kind of where a lot of the value add comes from like in Spokane.

So just maintaining a lot of the systems when, for example, you know, Facebook's updates their API or Twitter updates their API or any of our partners do requires quite a lot of work.