Michael Litt

I don't know.

Yeah, yeah, yeah, that makes sense.

And yes, you're absolutely right.

And the interesting thing about it is because our retention number, and it's your gross retention number you use, not your net retention number, is technically so high, what it spits out is like ludicrously large LTVs.

So our LTVs are like, you know, for an average size customer of $30,000 per year, are in like the sixth to nearly seven figure range.

And, you know, is that realistic?

We don't really know.

So we don't actually use it as a heuristic in our business.

And our board doesn't actually...

want us to, because, you know, if you, if you do focus on that, you can start to feel really comfortable about your customer base.

And then you can start to like neglect customer success and services and onboarding to some degree.

And, you know, I think people do that.

And then all of a sudden they get caught with their pants down.

A big customer cohort starts to not renew because they weren't onboarded appropriately.

And then your LTV swings significantly in the direction in a specific quarter.

And it's just that it's a bad heuristic for our business.

I think it's much more valuable in like,

very low acquisition cost businesses that have high turnover rates.

So something that's like really focused on an SMB or a consumer, like an intercom, you know, I imagine intercom has like pretty high churn rates, but also like really high growth rates.

And so LTV is a much more accurate metric for them to track.