Latif Nanji

They do have targets in which they have to hit.

And they're not confident in the traditional sense, like you need to do, you know,

$100,000 in expansion over the quarter or something of that nature.

We actually do it based on the quick ratio.

So we look at both expansion, contraction, churn, and new if they're closing any deals.

Usually, they're able to do any transactional deals, so deals that are smaller than $5,000.

And then from there, our sales team would take over if there are larger deals and have to go through a traditional procurement process.

Yeah, so for example, so they have a portfolio of customers.

So we have to start there.

They own a segment of, let's say, somewhere between 200 to 400 customers, depending on the tenure of that particular CS rep.

the experience and the relationships they've built with customers.

So they own that.

And what they're responsible for on a month-to-month basis is both the expansion and contraction.

So it's a ratio.

So basically, let's say in the quick ratio world, you want to be aiming for every $4 you bring in, you don't want to be losing more than a dollar.

That's sort of like the sweet spot.

So let's say, for example, they're comped on that and they get X amount of dollars each month or quarter if they shoot over, let's call it 4.25.

But if they get between 3.75 and 4.25, they're then comped another dollar amount.

So this has been working sort of early on in the business.

But as we continue to grow, we're looking at new models that are not just focused on both expansion and contraction or churn.