Jody Glidden

So that's our goal.

We've got our foot fully to the floor.

And in the early days, maybe not quite so much, but as soon as the space started heating up and you see big potential entrants and things like that,

let's try to just spend what we need to spend and get, get as aggressive as we can.

Um, not be silly about it, but you know, I think a first year spending the first year on, on sales and marketing costs is, is fine.

Yeah, we have almost no churn.

So the, the, um,

And if you look at it from, so the types of customers that we've had hit the pause button.

Essentially, our system, most of the time, for most of the use cases that people do, it's trying to improve a CRM that nobody was using.

So our system goes in, does a bunch of automation, and all of a sudden now there's great data in the CRM.

The problem is we've had some organizations where customers have said, we need to switch CRMs because we were with this company and then we moved to that one or whatever.

a lot of times that's a two year, uh, pause.

So if that happens, we have to go pause as well.

Um, is that churn?

I don't know.

Um, but other than that, among our enterprise customers, we haven't had any, any churn at all.

Um,

Yeah, our expansions haven't generally been that dramatic.

There have been some, especially when you have a customer of, let's say, 1,000 people, a lot of times we'll get fully deployed on day one.

If you have a company that's operating in 50 countries with 300,000 employees, a lot of times we start with,