Nathan Kamstra

So I had 17 plus years at Aon.

building HRIS platforms.

So U.S.-based large-scale to global large-scale HRIS platforms that included broking benefits administration, just basic HRMS.

And so I left Aon last year and really did some soul-searching to see where I wanted to go next, what I wanted to do.

And ultimately I had a lot of things in my last job.

I was asked to really think beyond our current revenue models and find out how we could even disrupt some of the revenue models that we had traditionally relied on for a very long time.

And, you know, because companies at this point, you know, companies as large as Aon, they're in a buy mode.

They're not going to build something.

I was a little bit concerned that if I went back into the industry in the large scale company,

that I wasn't going to be able to achieve some of the software goals that ultimately I wanted to achieve, some of the changes to the broking industry and the HRS industry.

So what I did is focus on finding a platform which had a baseline and was in the HR tech field that could then be converted into

Um, but you know what my, what my big vision is.

So I met Benson and he had the same.

Benson's the CEO.

Benson is the CEO.

And, um, so we, you know, we talked over about eight months and I came out, I assessed the platform.

And so we came to a conclusion that from the platform we've got, we can now build this into a, uh,

a really large scale but focused on indonesia at the moment hrs platform that would be benefits delivery with a um you know it'd be a sas model but at the same time there's a huge potential for broken revenue out of that model as well okay all your 70 grand per month today is sas revenue though correct correct yeah okay and and i mean how sticky is this so what does churn look like today

Well, it's difficult because we sign up clients for a year at a time.

Yeah, I mean, it's very high right now.