Emeric Ernew

It doesn't really matter because it's not the reflection of the business as we've been having it for a year.

So I'm really looking at the business we have now and I'm looking at the cohort we have now and the cohort we have now are better and better over time as we improve product, client acquisition and stuff like that.

We were about 2.5.

Yeah, that's a question I really don't like, the CAC question, because we don't pay to acquire a customer.

It's all organic.

So putting a number there is basically doing hocus pocus magic with all my marketing expenses.

I know.

I know.

So I'm going to give you the number, but it's meaningless.

It's 150 bucks, but it's meaningless because I'm actually not paying for those.

And everything I've done that's pay a dollar to acquire a customer has failed.

So right now, the CAC is interesting when you have a growth lever.

So when you can, you know, you look at the CAC and you look at the LTV and you say, okay, I have a growth lever.

This is the cost for me.

This is the revenue for me over the lifetime of the customer.

I can push that lever and acquire more and then raise money and stuff like that.

If you have no growth lever, meaning that everything you do is organic, then knowing CAC is not really interesting because what are you going to do with that?

Because creating great content is not as easy as creating good Facebook ads or good ads on AdWords.

So you have to pay someone more money.

Well, I would be great.