Clate Mask

The key thing is, as a software company grows, again, this is about state.

This is about the stage of a software company.

And that's why I prefaced everything I'm saying with you got to understand the stage that we're in.

A couple of years ago, we made a conscious decision.

It was time for it.

And so we did that.

And that's over the last two years.

We've made that we've made that transition.

And I'm going to tell you, Nathan.

You will talk to very few software company CEOs who have made this transition.

It is a freaking hard thing to do.

What is the hardest part?

A sole focus of driving top-end revenue growth.

And your investors, they want you to do that.

And everybody gets used to that.

And yet when you get to a point where you start to approach that $100 million mark, you've got to begin to make an adjustment.

We began to make that adjustment a couple of years ago.

You know, sometimes that involved decisions with staff.

Sometimes that involved strategic decisions in our partner program.

But those are things that you've got to do in order to be a place out there growing and not doing it profitable.