Luke Beatty

It's very hard to get at a massive SaaS scale and try to keep that north of 83 to 85%.

of gross logo churn, right?

So just number of accounts.

Yeah, I think we care about both.

We manage both.

Both are in our goals that we track on a daily, monthly basis that are on the wall directly across me right now.

So we look at both churn numbers.

But in any case...

I think it's very hard to keep them as high as they are right now.

I mean, we'll obviously keep doing it, and we have the best customer experience team.

Our product, compared to the rest of our product, compared to most of our competitors, is a very premium, white-glove customer experience team.

It's hard to keep high as you get higher volume, but revenue churn should be— Revenue churn, you should be able to grow it.

We do a lot of consumer, sorry to interrupt you.

We do a lot of consumer brands and as you know, consumer brands come and go with the wind, right?

I mean, they get bought, they get sold, right?

We try to think of about a 10-year customer, your 10-year SaaS magic customer.

I think that's really where we are with our retention rates and our ability to hold on to folks.

That's where we exist.

So I think that's not out of the question.

I would say now at the board level, we think about that in a very thoughtful way.