Pete Lampson

I'll say a low twenties, but I'm kind of guessing.

So we've got, I'll say again, I can't give you, I mean, I would give you exact numbers.

I just don't know them off the top of my head.

I'll say we've got probably a

12 or 13 inside sales reps.

And they're broken across our direct and indirect teams.

So their, their, their day to day activities are a little bit different, but our, with our direct team, it's entirely an inbound model.

So our marketing team is driving customers,

to Jazz HR where they can do a number of things.

They can download a white paper, they can participate in a webinar, they can watch videos, but ultimately what we really hope they will migrate towards is beginning a free trial or request a product demonstration.

And that's when our sales team really leans in.

And we have found that with the addition of a sales team that the lift in conversion rate more than covers the investment we're making in those sales staff.

And on top of it, our north star is customer lifetime value.

So if we look at the expense of a sales team, of a quota-carrying sales team, to bring in a customer who's going to stay with us for 10 years-ish on average,

With that through that lens, it's more than worth the investment.

We don't look at it purely as the revenue we bring at the time of the initial sale because our retention metrics are such that people tend to stick with us for a long time.

So the math works.

Ash, actually a little, our net retention now is about 0.8% per month.

We're sub 1% net churn per month.

So for on a gross basis,