Patrick Morley

Yeah, May of 2018.

So we're still early.

And look, we're building something for the long term.

If you keep the team focused on saying we're going to build a product long term, then you have a product strategy and you go against that product strategy as opposed to building something for revenue.

Yep.

The market has assigned a value to us and that's what...

Yeah, I think, well, look, you touched on it a little bit, and I'm not sure we have it 100% right, but one of the things we have tried to do is to educate our employees and our teams on what the important metrics are for the company.

And again, as you get larger, it gets perhaps harder to do that, but we really try and do that because I think it's important that everyone understand what makes a business go.

Well, internally, the company, obviously, we're focused on growth and we focused heavily on ARR and recurring revenue.

We pulled those two apart.

We certainly talk a lot about retention and churn internally with the company.

We think that's critical.

And then gross margins.

As a cloud company, a lot of people don't talk enough, in our opinion, about gross margins.

Obviously, gross margins are really, really important for internal employees to understand.

I'm watching what's going on at Microsoft.

I think it's really, really the transformation that's going on over there and the ability to do that at a company at that size is amazing.

My favorite online tool, it's not a tool, it's HBR.

I listen to HBR and I read HBR.

Yeah, absolutely.