Philip Soffer

But what's interesting is that we did that while achieving profitability.

That's great.

I think one of the things about being a German company that has been funded with fairly limited capital is that there's just different habits than you have in Germany.

in Silicon Valley companies that I've worked at.

So we have focused on capital efficiency and on being able to be profitable at a lower run rate than a lot of companies.

Well, so we think about it basically on a cohort basis.

So are we getting better at retaining and expanding the customer's

that, uh, that we, that we've been signing on.

And so, you know, a couple of years ago, we were not so good at that.

Come on, Philip, tell me how bad.

Uh, well, I think the industry is, is a, is a, is a weird term, uh, because you have to segment it in a lot of different ways, right?

Like if you're a system of record kind of SAS, uh,

SaaS company, then your stickiness is very high because the switching costs are extremely high because you hold the data.

Whereas for somebody like us, we're a service and we basically aspire to be, for our customers, a really easy way to turn on software testing and the way that you can turn on more servers if you're Amazon, if you're using AWS or Google Cloud or whatever.

So we operate under a slightly different set of assumptions than if we were a system of record.

But anyway, in our latest cohorts, we're close to 100% net revenue retention.

Per year.

Yeah, on the cohort basis.

Well, CAC is good for us.

I mean, our CAC to LTV ratio is really good.