Francesco Putignano

So in that sense, we are – I mean, we're not perfect, but we go towards charging what people are willing to pay.

This is the first year, and we are on yearly or two-year, three-year contracts.

So, yes, it would.

The way we do it now is during negotiation, when you negotiate like a yearly or two-year deal, there's usually these companies, industrial companies, usually want to discount.

So whatever price you give them, they tend to low volume, bring it down.

So we try to stay firm.

And we try to maximize what we get.

At some point, we will be in the position to not go for a deal that we think we shouldn't go for.

But so far, we haven't been in the position where we can take a risk on churning, I don't know, 10 or 20% of our revenues on a big customer because we're charging too much.

You're right.

But as you said, we've been- It's opportunity cost.

Absolutely.

To acquire them?

Well, for the enterprise that are paying 25,000 a year, the customer acquisition cost is between five and 10,000.

So we recovered that in like four months.

Um, for the smaller ones, uh, the data are a little bit, uh, sketchier because they're inbound.

We spend like a Google search and marketing.

I would estimate it right now at about 2000.

Uh, but it's, it's very inefficient.

So in that sense, we recovered the cost in about a year.