Latif Nanji

It's also like saying here is

the expansion business as a dollar amount that we want you to focus on.

So we're seeing, we're starting to experiment that transition.

Um, but we haven't fully gone over to that side just yet.

Absolutely.

So thankfully, that's never happened here.

And the reason that hasn't happened is because our two sales reps have been really highly educated on our product.

We don't oversell.

We've made sure that when we look at an RFP or requirements, that we match those requirements.

And if anything does need to be delivered that's on roadmap, we are really...

aligned with the product teams.

So we'll go back to our director of product and say, this deal is contingent on X, which rarely happens.

We try to make sure we sell what we have today.

I think that's a really important piece of, I wouldn't want to say feedback or advice, but I think something that we embrace internally because we wanted to avoid signing a 100K contract and then having exactly this scenario.

So, for example, when we signed one of the largest companies in the world onto the platform, we said, we need to deliver this in six months.

So we said to the customer that we're going to take a year to deliver this.

Here are the milestones.

And we made sure to hit all of them.

But we make sure we don't set up CS for being unsuccessful by trying to oversell because we don't have a hardcore sales culture here.

We only have two reps.