P.V. Kannan

Yeah, I mean, you know, what happens is in that model, you're delivering an actual outcome, right?

It's not just you gave some software and walked away.

So without a doubt, like what you said is, if that service goes to solve real problems and then achieve real project goals,

then without a doubt, the retention is very high.

The customer success function, we've actually doubled down recently.

So if you have a strong customer success function, that's what drives what you're talking about.

So I don't think we paid that much attention in the earlier years.

So there's a lot more of investment.

in making sure every single account that we have is covered as opposed to a coverage model, which was very biased towards the larger customers.

We categorize our customers into those who can spend over 10 million a year with us.

And then where the potential is probably a million or less.

and maybe less than half a million, right?

So we are much more aggressive in spending a lot more in the greater than 10 million, and a lot more conservative if it's less than half a million.

We are optimizing for a 12-month payback.

I mean, right now we are at that and we hired a new chief revenue officer last year.

So his first thing is, let me go get the, you know, things stabilized.

We'll relook these metrics as, you know, we want to pump up the growth level, then we need to get more aggressive, right?

That's a good question.

I think, you know, it's about what the aspirations of the founders and the management team is.

I think, you know, an IPO is more kind of like what the team wants to do and what I would like to do.