James Kennedy

Yeah.

So, and that's been a very powerful way for us to kind of step change the size of deals we get into.

So, you know, we deal with some, you know, we deal with, you know, it might be a customer who's selling maybe, you know, it might be a large Microsoft reseller that might be selling SAP Business One.

There might be some of these other products and we fit in quite nicely with that.

And it helps us to sort of get into customers we could never get into ourselves.

Sure, sure.

But I'm at peace with that because that's part of my model, right?

30% is the cost of acquiring a customer, and I'm happy with that.

And if I can keep on acquiring customers at that rate, that's fine.

I have no problem.

I know marketers and salespeople need to get paid, and so do I. And there's a lot of work in there, right?

Getting the customer.

Well, that was true for traditional products, but not for SaaS, because all of the value in SaaS is in the upsell and the cross-sell.

So you've got to maintain that customer over time.

You've got to make sure that they're looked after, and that's what partners really do.

Well, because like it's typically you go in as a consultant, right?

You don't go in there to hawk some software.

You go in there to solve the procurement piece of challenges that are going on.

Or maybe there's an issue with fraud or people go in with a sort of a business consultancy attitude.

We're over 20 people.