Michael Kamleitner

So I would say it's mostly new customers.

Well, I mean, I can't give out any exact numbers, but since we still have a large part of our business being based in the event space, churn naturally is relatively high compared to our other product, for example, because people used to have one conference a year.

They're using our product for a few weeks and then they come back next year.

So there is quite some churn and that is really something we or I had to get used to that we have this opportunity.

natural churn in the event space.

So like I said, I don't give out any specific numbers here, but it is significant.

Well, that would be about right.

Yeah.

And so are you at the good news?

Sorry to interrupt you.

What the good news is that these customers tend to come back a year later once the conference or the event is repeating.

You're totally right.

In terms of KPIs, we do still have a lot of homework to do.

So the next natural step or something we should already do, but just didn't have the time to, is do more segmentation when talking about churn, when talking about growth, because it's really two kinds of businesses mixed into one right now.

This event-based business is not so much recurring or at least not monthly recurring.

But like I said before, we are, of course, more interested and more excited about these new use cases, which involve a permanent use of our product, like having a display on your shop or having a display at your office.

That is also a use case, by the way.

So we have one of our latest showcase or logo customers is like Amazon US.

They are using the product internally in their offices to raise awareness for social media content.

And obviously, we are very