Matthew Prince

Most of the acquisitions that we've done have been

Aqua hire types of acquisitions.

I think we've done two that have had a little bit of a technology component to them.

But again, still very, very small teams, 10 or fewer people as part of that.

Nothing so far in order to grow revenue.

So I think we're always looking for smart, fully formed teams that we can kind of bring in and that they can then very quickly ramp up

And, you know, there's sort of two different ways that you can do technology acquisitions.

I think the challenge with most cloud companies is we're so tightly coupled that it's really difficult to take an outside product and have it naturally fit into our ecosystem.

So usually when we're thinking about technology acquisitions, it's what are things that are in sort of adjacencies that we don't have to deeply integrate into our technology stack, but they could maybe have some sort of benefit on the side.

Yep, that's right.

As opposed to changing the, you know, underlying structure of the patty.

I mean, I think that's a very different – that in that particular case is a very different sort of animal than we are.

I mean, they're trying to protect – their buyer would be different.

They're selling what is effectively software that is a client software.

These are all things that we would be protecting.

terrible at doing.

So that in particular doesn't seem like it.

That said, there are plenty of people that are around the space.

And if we thought there was something that could be accretive to us, we're very rational about if we can buy something at a certain multiple and that revenue is worth a higher multiple for us, then that can make a

less likely to grow through acquisition than we are through products that we develop in-house.