Daniel Nisan

Some of them are in support services.

Some of them are in development.

Some of them in content management.

So we do leverage a global presence also because we have a global customer base that needs global support with languages and time zones.

It's a good question.

I don't know the number right off my head.

I think we can scale it pretty nicely at this rate because the revenue that we generate really required more cash flow to subsidize or to pay for the

kind of the credit that we give for our customers, because our customers are very large, well-established enterprises, we can continue to find working capital to subsidize the gap between the time that we expense to the income that we receive from our customers.

There's more cash flow management than other kind of profit and loss issues.

We have the total sales team that we have is three people.

Okay.

And what are their roles?

Director of sales, too, and one is SDR, sales development rep.

It's a combination, but we do most of the leads that we get, the quality ones, are inbound that are a result of our different marketing activities.

Dramatically, fanatically, whatever you want to title it, focus on customer success.

And so we spend a lot of time, a lot of attention.

There are some years that we kind of grow or decide to grow slower and bring less customers to make sure that the existing customers are happy.

And that's the Holy grail of any SAS business, the retention, and very proud to say that we finished a 2017 and we lost a single customer.

So we were almost a 99% retention rate.

Very small.