Rob Bernstein

So we don't have an issue there.

Uh, the last public number shared is five 30, something like that.

The larger customers make up the vast majority of the revenue and the smaller ones make up the logos, obviously.

Yeah, all this posted roughly 140 something.

Well, we've been growing 40-something percent, but we run the business on a couple of different levers.

One is sustained 30% plus growth rate, and about 90% of our revenue is recurring.

So that makes the business that much more valuable.

The other is staying within this tight band of sales efficiency I talked about.

And third is beginning to show real leverage in the business in terms of cash flow.

So as long as we can stay within those three, that's kind of how we think about running the business.

Well, we've done acquisitions.

We've done them largely acqui-hires in a couple of places, little technology tuck-ins.

Well, you do everything to some extent for growth, not growth in terms of the revenue that these companies are bringing us because there's not much there, but growth in terms of the value proposition that we're offering so that our customers have something much more meaningful to partner with us around.

No, that's just –

CFO finance spreadsheet, arbitrage stuff.

And we're, we're focused on customer value creation.

What can we give them today?

And if we don't have certain pieces, we can get there faster than we consider it.

Number one on the list of acquisitions is the actual people.

Are they into what we're doing and they want to help us get there faster.