Osman Rashid

I mean, I've raised hundreds of millions of dollars as part of Chegg.

I'm doing this one differently.

That's accurate, but we are near profitability.

So we want to manage for it, absolutely.

We want to be responsible.

We want to control our growth.

um you know control our expenses so but it's been happening naturally where we are able to with new sales coming in get closer and closer to profitability but that's not you know it's a good thing to worry about yeah that's great that's good all right very good and then you know churn is critical in any sas company especially an enterprise kind of cohort walk me through how you think about churn and kind of where you're at today

So when you say churn, you're talking about customers, you're talking about employees, which area are you talking about?

Yeah, so what we find is 90 plus of our customers, 90% plus of our customers who have gone to more than 20 users, they don't churn.

They stay with us because we've become such a critical part of the communication network, the history and the knowledge base and the product builds.

That they want to stick around.

They want to stay.

So where you have the churn, in our case, when it comes to customers, it's people coming in and trying the product out and then deciding, all right, we're going to do something at the company level.

How do I bring IT or headquarters into it to help me make a decision because we like something?

So we are at almost 5x growth over the last 12 months.

And we expect to be 5x in just Q1 of next year.

Yeah, it's below 5% actually.

So we, depending obviously on the customer size, right?

I mean, a big customer is a small customer.

But on average, we expect them to be around $70,000 to $75,000 in the second and third year.