Josh Weisberg

Um, but yeah, there's, there's kind of a lot of growth stage companies who are probably paying, paying somewhere around there.

Yeah, so we raised $2.1 million in an initial seed round and then we did YC after they rejected us the first time.

But we got Gary Tan on board and he was just a terrific investor and rallied lots of people.

So his fund initialized.

He's a YC partner and brought us back into YC at that point.

And we're able to use those relationships to get our first growth stage customers.

We got Instacart and we got DoorDash and some other customers using us.

and really like feed us those use cases and help us to grow in the right direction to stay ahead of competitors

needed and that became our vertical is what do growth teams need and we were the lightest tool we were the most powerful event based tool we could do a be testing we could do cross-channel and those growth marketers they became our bread and butter and really kind of directed our product for us what did your again pre-acquisition what did things like churn look like mmm

I think, you know, it varied a lot.

I think the biggest lesson we learned around churn is that you need to find that, you need to find the persona who will stick with you.

And I think early on, we had some customers who did churn who expected that list-based tool.

And when we found the growth marketer who was ready to do the API instrumentation and who was ready to kind of track all the events, send them over to outbound and really invest in the tool, churn lowered a lot.

Like from what to what?

Can you quantify that?

I can't show the numbers now because we're part of a public company.

I would say we reduced churn probably – we probably cut it in half when we were able to get our persona right.

So before, you know, we had apples and oranges.

We had people who wanted to send email blasts.

We had people who wanted to send onboarding messages.