Lars Van Weeren

So it's around 2 million right now and it's split equally amongst the two.

What we did see happen also with COVID-19, that also in the legacy business, because it's less focus, we saw a higher churn and in our focus we're still growing.

Yeah, so maybe the other two are more a joke.

Those are my two daughters.

So it's a five-year-old and a two-year-old daughter.

So I often refer to them as my pre-revenue.

Yeah, so it's a typical software as a service.

So we pivoted away from client satisfaction, now fully focusing on both candidate experience and employee engagement.

And if you look at the candidate experience side, it's more or less 10,000 ACVs, so 10,000 per year.

And employee engagement is more like 20,000 per year.

Yeah, so we divide our business now in more the legacy business, so the customer satisfaction business, and that's still the majority of our revenue.

So that's around 150 clients, and we have around 70, 80 clients in the new focus.

Yeah, so that's really customer satisfaction.

And I think I made a first-time founder mistake by going too broad.

So we tried to fix every problem with feedback out there.

But essentially, we tried to be there for everyone.

So we were there for no one.

And two years ago, we sat down because every day we saw another competitor.

And we were a tiny fish.

It fished in a big ocean.