Oscar Nelson

That's a good point.

That's a good point.

And of course, obviously it is a lot of money, but it's still small compared.

It was not a lot.

I mean, we had all the customers were paying from day one.

That was sort of a decision we did that we need to have them pay something just in order to commit to effort of really using the product.

But that was more symbolic.

So I think 2015, it was just $100,000 or something like that.

2016 was, I guess, the first commercial year.

And I think we had half a million dollars in total revenues last year.

Well, we have a target of 3 million and we'll see if we get there.

Obviously, since we're still very, very early stage, our sort of growth rate month over month has been quite high initially.

Not sure if that's going to last, but we aim for it at least.

So we're now at, we passed 100,000 MRR recently.

And what we've done is basically half of our growth, I would say roughly, comes from new customer acquisitions.

The other half comes from

base and that's basically the the big pivot that we have made during the last year we've found that this is an enterprise product that needs to be sold to larger companies that have more users and thereby get more value out of the product and are also willing and able to pay more for it whereas initially we

I actively tried to sell mainly to smaller customers, which I guess is a natural way to start.

We have around 60 customers and obviously some of them are small companies that we have never met, sort of bought our product online, self-service.

The customers that we really try to focus on with this product are bigger companies that we engage with more hands-on.