Marc Zionts

Oh, much less, much less.

Yeah, that's right.

Our most expensive kind of customer acquisitions revolve around a number of marketing events.

We partner with all the BI companies at their customer shows.

We also do a lot with Gartner.

Yeah, so, I mean, our view with these customers are that, I mean, we don't necessarily see them tapering off after a certain amount of time.

Our customers are continually moving up in the length of contract.

So Mark, you can argue infinity though, right?

We have customers now that they started off with a one year and now they're signing five years or they're signing five years with two year extension.

So I think it's very fair to think that these are at least five year engagements with customers.

And the, you know, kind of our average revenue, you know, the minimal of $24,000 a year, it is significantly higher than that.

So if you go even a few times that times five, you can get a lifetime value of a customer.

Yeah, so what I think automated insights, if you say what were we most excited

recognized for.

It would have been our product and our innovation.

So the first thing I want to do is not change that because that's really important to our culture.

It's really important to our customers and our differentiation.

We were less known for being commercially focused.

So my focus was on the sales and the marketing and the channel partners that would give us the leverage to grow and expand the business.

So it was really to try to equal weight the business side of the business, if you will, along with the product and technology and innovation side of the business.