Josh Weisberg

So that money needs to produce –

drastic results for them for the model to work.

And I think what's important from the entrepreneur's perspective is to understand you're not in a portfolio.

You're not a portfolio of 10 companies or 100 companies like a VC has.

You have your company.

And what we decided in 2016 is, first, we need to get profitable.

So we're the kind

of business that can get profitable.

And so we kind of figured out what customer mix do we need?

What's our sales cycle?

We dialed some of those things in on the B2B kind of understanding the dynamics of our business.

Um, what size customer do we need to close?

How long does it take to close them?

What are they doing without bound?

How big a team do we need to serve that customer base that will get us profitable and getting there, which we were able to do in 2016, um, just opened up so many options for us because we had the option to raise, to grow organically,

And so when Zendesk, which I think has a terrific corporate development function, which a lot of companies don't, so you'll end up having a lot of corporate development meetings and they don't go anywhere.

That's right.

And I have to say, Ben Barclay, who we worked with here at Zendesk, when he was kind of poking around in our space, and the thing that immediately stood out to me was that here we were in this market that's super competitive.

It's a red ocean.

So I mentioned some of our competitors who were coming up, doing mobile engagement.