Neil Breaux

The mission of what we do, Nathan, for our customers, it's really the thing that gets me up at night.

So this isn't a go make money and figure out how to transact.

This is, for me, and this is why I said put me in, coach, this is a company that's going to make a difference for a long time.

I don't want to leave for a long time.

This is a company I want to, quite frankly, if I can, retire at.

And there's so much runway for the business that we're doing.

So that's how I looked at it, Nathan, versus the dollars and cents behind it.

We've got over close to 400 now, enterprise customers, all enterprise B2B and large enterprise to give you context.

Yeah, we've done a great job around our retention rates are in the mid to high 90s, right?

So we do a phenomenal- Gross or net?

Gross.

We actually put a press release out for our net retention.

Our net retention is in the 115, 121% range, right?

So it's a-

It's very nice.

What we've done as a team extremely well is we went to the Philips Healthcare of the World carrier who, predominantly, fascinating, by the way, Nathan, is those customers many times, even those huge logos, still are doing manual processes for the thing that I talked about as the workflow.

We've done a phenomenal job growing the wallet share of the existing customer base.

Quite frankly, some of the customer count, as you've seen other companies,

we look at the quality of the customer count.

And of those 400 initially three and a half years ago, we've created a lot of new logo impetus too to make up for the kind of customers that we quite frankly didn't really address in the manner that we think we could grow into.