Jen Grant

raise the quota.

Let's figure out what are the other sort of levers we need to pull in order to make each of our sales reps more than just neutral to the business.

So we have four right now, plus the leader.

So we have three inside sales reps.

Plus we just hired what we're calling a strategic account executive because our land and expand model really does require

you know, we're landing very small.

So, okay, we need someone who's kind of a little bit more of a heavy hitter to get in there and make the relationships and that longer term upsell of some of these bigger customers we have.

So our potential is huge.

We're still, so I'd say in Q3, so our third quarter ends, we're actually slightly off, we're on a fiscal calendar.

So our Q3 ends October 31st, I think in this quarter and in last quarter, our Q2 quarter is the first time we really saw some of these upsell numbers start to get there because we had to deploy them first, they had to be happy and then we had to dig in.

So we've seen four of our companies expand

but we have a large number of companies that have expansion potential.

And so we're looking at Q4 to really kind of show us that this model works effectively is what we're looking at.

So, you know, from a, you know, we have also, we have the, again, the early stage where those first, you know, 30 customers or so, some of them probably are not product market fit.

At the end of the year.

Yeah.

Yeah, we started with about 30.

We're just at about 45 customers right now.

But I'd say that first cohort of customers had a bunch that will turn out at the end of the year because they just weren't a product market fit.

We did.