Jason Pearsall

And that was our vision was we need to stand out.

We've got to be different than everybody else.

And so we need to build the first mature cloud solution that services a full club.

And so, you know, because there was competition, we couldn't just jump in and, you know, really distinguish ourselves just by building where our competitors were.

So we carved out our niche, figured out where we thought the market was underserved and focused on that.

Yeah, look, I mean, it certainly helps, but I don't think that somebody's as persuaded as like, I use this at my golf course, so you should too, you'll make more money.

Like, I mean, it's too easy to cook the books on like a case study, right?

So the real validation comes from, you know, golf courses, we have no relationship with having that same success and then being able to demonstrate that that is a formula we can repeat elsewhere.

600 and growing by about 25 every month.

To clarify, in the golf industry, you typically will only make a software transition during the winter or during your off season.

So this time of year, we're growing around 25 a month.

In the summer, those numbers are much smaller.

And sorry, your follow up question, Nathan?

Yeah, no, follow up question is, are you geographically bound to just the U.S.

or is it worldwide?

We currently service Canada.

It's a new market that we entered last year.

So a little bit more of a limited scale.

Conversion rates aren't entirely favorable for SaaS companies.

And so when you have pent up demand, the most valuable dollars are coming from the U.S.