Joe Coleman

Sales and customer success.

No.

So we actually, we are burning cash.

We're not burning a lot.

We're in a position where

You know, we like to keep that option on the table and our pathway to profitability is pretty clear.

However, we spent so much time last year getting our sales and marketing machine in a good place that we all agree, including the board, that just makes sense to lean into some of the success we're seeing.

So spending more on marketing, hiring more salespeople, doing all those things that you can do comfortably once you've figured out a lot of the underlying components of the sales and marketing machine.

Yeah.

Yeah, certainly.

You know, if we wanted to be profitable tomorrow, it would be much more painful than, say, if we wanted to be profitable six months from now.

But sure, there's there's

So our churn across the board, this has been something we've been working a lot on.

In last quarter, it was 71% gross retention and about 90% net retention.

Okay.

So we still have more room to work there.

For an enterprise business, you kind of want to have, you know, at the end of the day, you want to have 90% gross retention and then net negative churn, at least from a dollar standpoint.

Where we are is, if you look at our business, we still have a component of the business that isn't the enterprise tier.

It's sort of smaller businesses, high growth tech.

A lot of these companies we took on because we thought we could serve them well.