Jose Cayasso

the majority of our customers.

But then we realized that most end users don't need to present on a regular basis.

So when we started switching and developing features to serve businesses, that's when we started seeing much more significant growth.

Exactly.

So we were able to bring that churn down from somewhere between the 15% range to actually negative churn on our most recent user base.

Oh, your customer churn.

So it ended up being around 3.5%.

Okay.

You know, we tried, we call it the half measures.

So we tried the half measures from, you know, offering more features, like discounting the price and so on.

And, you know, that stuff, you know, helped move the cherry needle a little bit, but it didn't really make any significant changes.

When we saw, and then one of the problems we found was that our product, at that point, our product was priced at $29 a month.

So actually increasing the pricing was what helped our churn drop significantly.

And by increasing the pricing, I mean shifting to a different type of user and changing the business model by offering this one-time presentation option so that people that don't need a subscription don't have to subscribe one.

And then keeping the subscription and the premium value only for the people that really need it.

So we run around 2,500 businesses.

Yeah, that's right.

So I'm originally from Costa Rica, and then I like to think that I'm not a big fan of outsourced teams, and I'm not a big fan of remote work.

I don't think that that works significantly well.

I still believe that in-office collaboration is the best.