Rob Bernstein

well we've always been optimizing on ltv to cac so a lifetime value of a customer and then cac being cost of customer acquisition so you know we're running really well there it's about a

over eight but you know i think publicly we gotta be safe we talk about a little bit lower six or something like that but reality is once we have customers join us and we do right by them there's a low likelihood they're going to churn so it's all about then trying to get them on board in a relatively cost effective manner and then you know build a long-term business offer

I would slice that by market when we look at internally, but we don't share that publicly.

I would much more have them.

I would suggest them to focus much more on how sticky their product is because it's

I get the point of getting their money back and recovering and the importance of that.

But if they churn after three years or four years, eventually you burn anyway.

So you're much better thinking about how could I integrate to existing systems?

How could I make the platform sticky and valuable such that the likelihood of churn is very, very low, whether it's year four, five, six, or seven.

I think that's how you build a long-term valuable business.

I wouldn't be overly worried about, oh, I've got to get the money back within this period.

If you believe in your offering and you see the opportunity set in the market, I'd focus more on stickiness and long-term value creation.

We don't talk about logo retention either publicly.

Oh, I mean, obviously above 90, obviously.

Yeah, I'll give you another stat that's meaningful on this.

So our revenue retention is roughly around 95% for years.

And with add-on business, which we're not focused on at all, it's nearly about 110%.

So this is very healthy.

No, I ran it a lot more around the SaaS magic number.

So I maintain the sales and marketing efficiency within a tight band and still do for the last 34 quarters.