Luke Feeney

And how do you join that all together?

I mean, it's kind of a nice problem to have because it's a growing pain.

It shows that you're becoming relevant across the organization rather than just relevant to an individual.

So like we try and do a sandwich strategy then.

So then start approaching the CTO to say what the value is and then try and bring it through as being a more enterprise sale at that point.

Like when we came out of university first, we were very much an enterprise sort of company.

We tried to do large scale graph installations to solve big enterprise problems like predicting how much stock you need to have in your physical warehouse.

So we have enterprise sales chops.

We just felt that it was going too slow.

We weren't going to be able to get the growth targets that we were looking for going with that strategy.

So we shifted to open source and bottom up just to try and give us that potential runway to grow faster.

to be something really big rather than what was becoming a kind of consultancy, you know, case by case.

And so we can do the enterprise sales and we can prove our value top down.

We just need the engineers to start using it to show the management, you know, why they need it.

So we have about 700 people up on the cloud version, but we have about 700,000 downloads of our open source version as well.

Well, paying or a small amount, some of them are paying.

I'd say about 50% of those are paying customers and about 50% are on the free tier in the cloud.

So it's the number of people using a team.

So basically you hit three on the team and then you got to go up to pay.

I see.