Mariano Suarez-Battan

I mean, they connected us with IBM, and IBM became our biggest client.

They also connected with some folks at Steelcase, as I said, some folks in Stanford, and into it as well.

So it was a good experience.

Yeah, good, I mean, connector, right?

Also a good way to bring in some of their DNA into our product organization, how they work.

And in a way, we realized that instead of going after the IDOs of the world as our clients, we pivoted to who we were going to be aiming for, right?

Large firms.

Their clients, right?

So clients of IDEO that wanted to work like IDEO ended up being the sweet spot for a go-to-market.

That's the pricing plan for the folks that want to buy online, which is, again, a huge number of people.

But in terms of our revenue, it's not, I mean, the big disproportion, I'd say probably one-fourth of our revenue comes from online.

The rest come from enterprise deals, right?

So the simplicity is nice because, again, we –

Most of our enterprise deals start with some sort of free trial, of course, and then people in a work group that start to use it, and then they like it, and then they expand it to other folks.

SaaS business model, I mean, the things like how we charge.

So it's a subscription.

Most of the people pay us annually, though, even though we have the monthly option, and pay us via contracts and via invoices and via large contracts.

We also...

integrate our systems to their systems and more, I mean, more enterprise ready level of service that is not available to buy online.

So right now, we have 45,000 monthly active users.