Gary Saranrota

We also took this time to retrench like a six month pause.

We kind of, you know, updated our sales process and our sales team and changing the way we go to market a little bit.

So, so there's some changes in that.

So there's a couple of direct sales positions that we eliminated, getting different kinds of people involved in sales.

So more of the senior leadership team being involved in sales and trimmed a few client positions.

client people and a few kind of uh general and administrative staff really you know kind of you know trimmed the excess really but didn't didn't uh take away any staff that's directly contributing to customers sat or bringing new sales i think that was the so how many quota carrying reps do you still have today then so today we have i'd say we have like uh

you know, three quota carrying reps, but the process now, but we've added with the leadership team being more involved in sales, I'd say before our sales team was about eight in total.

Now it's like 11 in total with a different mix of skills, right?

So I think we sell enterprise software.

The realization was that we're selling a partnership wrapped around a product, not just a product.

And so getting the people who deliver to our customers more involved in selling, that's been the big change.

And so that mix of

quota-carrying rep versus subject matter expert.

That's where we really

brought in more subject matter experts and gave them a role to participate in sales more.

Yeah, I mean, we deliver, the goal is net income growth.

I mean, we do have an insurance fraud solution, which is more traditional fintech.

So in the same way that we help retailers make smarter merchandising decisions, we help insurance companies with fraud detection and underwriting and claims automation.

So our system, it says, what are the best operating decisions you could make to grow net income?

That's really the deliverable.