Gaurav Dhillon

What's your ratio of SDRs to sales reps?

It's, you know, depending on the territory, one is to one or one is to two.

In some of the newer places, it's more one is to one as we're expanding aggressively in Europe and Australia.

So that's more one is to one, which is what we were in the U.S.

two years ago.

But it's one is to two now.

You know, I'm willing to spend what gives me, I would say, incremental operating leverage.

This is probably the one financial term I know.

I studied electric engineering, not finance.

It's actually straightforward, right?

And we look at it as some of the ratios in SaaS.

You're looking for a way, look, if you spend money today on sales and marketing, at what point does your leverage flip over?

If you put in, say, a million dollars in sales and marketing today, is that going to produce more than a million or less than a million in the next quarter, right?

So we basically think about, and the reality is there are diminishing returns at some point.

So we are willing with the capital that we've raised and, and, you know, frankly, we're not a hype company.

We're a buzz company.

Customers love us.

I'm, you know, we, we are now getting deals where it's, we've been in business for a couple of years.

We have hundreds of customers all over the globe, all the way from, you know, sort of A through Z. Would you say that's like, like 500, 700?

It's the who's who it's stuff like, you know, McKinsey and Verizon and you know, people like Denny's and you know, Bristol Myers Squibb and it's the who's who.