RJ Friedlander

Why?

No, because I don't have the data exactly where it is.

Because what happens is...

are the way that we are.

And we don't really work on a cohort analyzing, analyzing monthly cohorts.

What we do is we look at brands.

We look at oftentimes what happens is brands will acquire other brands.

Um, you know, they'll retract.

So a hotel brand, especially the medium and, and even more so the large ones have a lot of inflow and outflow.

And so what we measure first and foremost is our client retention.

So on a brand level,

And then what we look to do is look to grow our products, sell additional products to existing clients, and then also obviously add new brands.

So your question, you know, we have, I would say detailed comprehensive metrics, but we don't measure the business exactly how you explained.

Yeah, exactly.

So, I mean, in our KPIs, what we measure is, first of all, every month, obviously, we're tracking monthly, which is new MRR and which is renewal MRR.

Within the details of the KPIs, we're looking at if we acquire in new MRR, we have targets and goals for the average number of new products.

We have goals for upselling.

So,

In our KPIs, we're tracking all of that.

And then our chief revenue officer, when he's managing his team and working with our sales directors and our sales managers around the world, what they're looking is to identify where there's shortfalls in each of those metrics.