Jonah Goodhart

We're going to have a good business.

We'll figure out expansion.

When it came time to expand, they're thinking, all right, we roll new products instead of just rolling them and giving them to, that's literally a net new product that didn't exist before.

Why don't we go to clients and say, hey, we have this new product.

Are you interested in it?

There would be an additional cost to add this to your package.

We can do a deal, though, and we can include this with some of the other stuff you've been talking about.

And we can get you on a model that includes some of the new stuff that you've been looking for.

So we looked at it as how do we put together a bunch of different pieces?

package we never looked at it somebody said we sort of did uh uh tesla pricing in a sense that you pay one price and you get the whole thing you get the screen you get the seats you get you don't say all right i'm gonna pick apart every individual piece of it and decide how much additional i want to pay you don't have sort of a base car concept and we didn't either we said look at we're a premium service we're going to package this together for you and if you want it we'll work with you to make a price that works

And that is most of the stuff that you're looking for.

And then over time, we said, all right, let's add to it.

And that ended up working out really well.

What it did for us, we didn't know it at the time.

What it did for us, though, is it got us to keep our business simple and focus on two things, which were adding new customers and not having customers churn.

And honestly, by focusing on those two things, it ended up becoming the most important part of our business, which was stickiness and being able to have market fit.

Yeah.

So we looked at it, I guess I'm trying to think of what our, of our

pre-Oracle, pre-acquisition day customer account looked like.

It was certainly in the 500 plus customer range, five, six, 700, something in that sort of order of magnitude.