Marc Kirshbaum

I think it was a combination of looking at the projections for the growth going forward, and whether those would get us to where they needed to be.

And then a combination of the of the market positioning.

So So

especially agile teams, because the whole concept of agile methodology are scrums.

They're quick decision making.

And when a team is distributed, it's really hard for them to get together.

And they actually spend a lot of money to physically get together every quarter.

So the company was positioned as primarily a tool for development teams and more specifically agile development teams to be more effective.

And so that's an important component of it.

But as you can imagine, as we've talked about, SoCoCo has much broader applications beyond that.

And the focus really needs to be on the SoCoCo map.

Yeah, so obviously that's confidential, and I can't really get into that except to say that there was a very, very smooth transition, and the team got it.

Probably the latter.

Yeah, it's not always easy.

It's so important.

And again, I've been part of a lot of different turnarounds, whether they were smaller companies or part of large global organizations.

And so much of it is focused on communication and consistency in the messaging.

Right.

Because if it's in my head, I got it and I'm committed.

But how do I make sure I translate that to the employees and repeat it consistently and then give examples of how we're successfully doing it?