Matthew Prince

29, 39, 49.

And we're sort of trying to, you know, get people to move between that, you know, zero to 20 is a big jump.

20 to 200 is a big jump.

200 to 5,000 is a big jump.

5,000 to, you know, 50,000, 500,000, you know, is a really big jump.

And so it really is different segments of the business where we're trying to segment it based on the value that we're being able to deliver.

Yeah.

So we, you know, the, the way that you, uh, the, the variable that you, uh, turn up or turn down in order to determine how much hierarchy there is in an organization is how many direct reports, uh, can anyone have as a max?

Um, you go to the Harvard business school, they say the right number is between six and seven.

Um,

We tend to think that we hire people who have a little bit more self-direction.

And so we think the right number is between nine and ten.

I've got about nine direct reports to me.

My co-founder, Michelle, is our COO.

So the people who would report to me would be our head of sales, CEO.

our head of security, our CTO, head of product, those sorts of folks are the people that report to me.

And again, fairly traditional organization.

I think we're a little bit flatter than

than some organizations because again, we've allowed more direct reports per individual than some people do.

I would say that every acquisition that we've done, the first and foremost question is, are there individuals and real talent here who we feel will be able to contribute to the team, fit in with our culture, and that would work out.