John Andrews

The interaction on the plan side, it's very interactive.

Customers are doing optimization based on their constraints in terms of how much money they have for inventory, how much space they have in a store.

Sure.

Yeah.

Yeah, it's generally, so the model is when we start working with a customer, they'll start with a specific solution and focus initially on a specific category area.

So as an example, they'll start within the women's shoes department, right?

Or the men's, you know, all men's apparel.

Um, and that, you know, the starting point is going to be somewhere between, you know, 400 to call it 400 to 500 K. Okay.

Kind of on average per year.

Got it.

Right.

Based on, you know, and there's, you know, varying, uh, based on the customer size, the amount of SKUs that they have.

Yeah.

Now, then it will grow from there as they then expand the usage across different categories and as they grow the across different across different products, the solution areas.

Uh, millions of dollars.

It's generally in the three to $4 million range.

Uh, absolutely care about things, uh, things, uh, in terms of churn, we don't have

Because our customers are generally much larger in contract size, I mean, those contract dollars, that's a good percentage of a customer's spend, right, as they start to look at.

So it's not that we don't have the churn that we have had have been retailers that have been struggling financially.

Yeah, no, absolutely.