Josh Ledgard

Exactly.

Those are our goals for this year.

Yeah, I tend to be more of an engineer on it.

So like, although the math may work out that way, I tend to pretend when we're doing any of those calculations that our customer lifetime value, I tend to shave like 40% off of that.

And I assume that like the worst case scenario of a customer is worth, you know, $450 or something.

So I try to do all the math with our acquisition based on more on those numbers.

Um, I look at it, say I'm willing to spend about $300, uh, for that, um, because it's not a primary, uh, that it's not our primary acquisition model right now.

And so that's where you get into the weird math as an entrepreneur, when you realize that, you know, we're, we're, we're paying people to write content and doing that.

And that's all part of our acquisition, but is it our acquisition costs directly per customer?

It becomes much harder to...

To calculate that number of, you know, when all of the marketing activities we do that most of them are more important than the paid acquisition, which is probably more like, you know, 10% of our acquisition.

Whereas, you know, I view that more as like getting our name out there and reminding people to come back than, you know, the important stuff, the other stuff that we do for marketing the business.

Yeah.

I mean, I mean that if, if I'm doing, if I'm doing that, it comes out to closer to like 400 or 450.

Yeah.

You're saving 30% or 40% much higher.

Like I said, it's, it's stuff that we're doing that,

ends up also benefiting our existing customers.

Like whenever we have a successful customer, we'll try and get them in for, we'll do an interview with them and then we'll make a case study and then we'll do a blog post that promotes it, the content.

And then so that content ends up being helpful to our existing customers.