Joey Gilkey

So it's a credit model.

And so we're very hands on account management, technical account management, technical solution consultant.

We have a VP of customer strategy that comes from the space.

And so when we jump into an org like the one I'm talking about, we got in at 250.

We've only got one team currently.

There's six teams I can expand to.

So a lot of it's moving to different teams and therefore adding credit consumption.

Their credit allotment goes up.

But then there's also different plays.

You can go up, down, sideways.

You can get into their partner side.

You can get into their go-to-market inbound side.

So six is the outbound side, but then you have other channels or other departments we can crawl our way through.

300 over-consuming, therefore it's an expansion opportunity.

The under-consuming, it's a churn flag.

And then we're just looking for different ways.

And now naturally that we've acquired the dialer, now we have a whole other product line that we'll be able to add on.

It gives us a whole other level of intelligence and signals for how they're using platformed.

So I acquired in 23 as the IP to be the moat around the services company.

I made the decision in early 24 to sunset the services company.