Peter Daboll

We budget around 85% retention.

And so we usually beat that, but it's around 90% retention, 10% churn.

And I even break that further into controllable and uncontrollable, right?

So obviously the uncontrollable is just some of these regime changes or

Something happens at a client, they pull back all their media spend.

Those are things that we still keep the relationship alive, but sometimes we'll lose a contract and win them back in a couple of years.

The last business book I read are the art of the start, which is, uh, my son's in an entrepreneurship school, believe it or not, uh, out in the East coast.

And he told me to read it.

So it wound up being a pretty good book.

You know, I am really interested in the Southwest CEO.

Um,

And we've started to do some work with them, but I just think it's- On the transparency ads?

Yeah, and it's just the culture they create in that company is just fundamentally unique from anything I've ever seen.

And I think the culture side of a CEO's job is kind of downplayed.

It's not as important to me.

I think that's what really makes a company great.

And that's a good example of it, I think.

Cirrus Insights?

Yeah, we use Cirrus all the time because we're into this individualized email and we need to track where it goes.

And it's funny, you know, sometimes I'll send a note out, even if it's not favorable about a campaign saying, look, you know, you should know this.