Raj Agarwal

where we were able to see, you know, huge growth within our existing customers, strong retention, as well as, you know, good unit economics.

And for us, that was really always in the enterprise.

Yeah, I don't know the specific numbers, but I would say that, you know, we're seeing like best in class retention with our enterprise.

Right.

You know, frankly, with the SMB and mid market, we didn't see that.

But that's now a very, very small part of our revenue.

Yeah, I mean, we're talking high 80s into 90s.

It was $99.

That was per month, so you could get in at $1,200 per year.

We had a free product that went up to 10,000 monthly active users.

Now, their first paid tier was $99 a month.

Once you got to about $10,000 a year, you were off of the self-service version of the product and you had to move into the enterprise version of the product.

And so that was it depended on the time frame, but usually between 100,000 monthly active users and 250,000 monthly active users.

Since then, we've actually sort of basically disbanded those lower tiers so that the starting point today is about $10,000 a year.

Um, probably about 11 or 1200 paid customers and six to 7,000, uh, total companies using the service, including free customers.

First of all, a lot of it's about giving them a lot of time to make the transition if they're not able to or willing to pay for the enterprise version of the service.

So a lot of these things, I mean, we took up to 12 months to give them a really long window to make their decision.

Obviously, you're going to give people that have been with you for some time some incentives to make it easier for them to upgrade and stay on an enterprise service, at least for a certain period of time.

And so I think at the end of the day, it was just about treating them with respect, right?

Giving them the ability to download their data and have a smooth transition if we were no longer the right fit for them, which in some cases we were.