David Dunne

Well, our model is shifting.

So whereas we've been really a channel-based business, so all of our customers historically were large global agencies—

and they continue to be our big customers.

We're increasingly working with brands and publishers and other folks outside of the agency ecosystem.

And we have a bunch of new channel and partner types, for example,

data science businesses and consulting companies, to name a couple of examples.

And so the way we go to market has changed quite a bit.

And the model and cost for acquiring a customer in any one of those verticals is a little bit different.

And so, for example, if I want to acquire a new global agency client, that could take a year and it could cost a couple hundred thousand dollars to go through that process.

By contrast, I might acquire a new customer

from networking and that might cost me a couple of hundred bucks or I might be advertising and therefore it might be, you know, 50 bucks for a lead or it might be, you know, two thousand dollars.

You know, again, I'm not totally comfortable to just, like, blurt out the numbers that we live by.

But generally speaking, you know, when we're looking at our business, we're trying to compare ourselves to some of the classic businesses out there.

We live in an era where there's no RFPs for the work that we do.

So we're still very much charting a course.

So the kind of analysis that you're describing would make sense if I had a very high volume of customers or I had global footprint or I was able to say to myself, hey, I've got 100 customers in these five major geographic areas.

And what's my cost of acquisition in each of those areas?

And how does that compare and contrast?

And what's my media mix?

But we're not at