Matthew Prince

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.

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