Russ Heddleston

Oh, yeah.

In the enterprise, we haven't had a customer churn yet of 10 or larger seats.

And they mostly expand.

There have been a couple of contractions.

And when that happens, I mean, I feel bad for the company.

It's like, oh, that's really rough to have to cut part of your sales team.

It's only happened a couple of times.

It's around seat count.

I mean, so, uh, namely, uh, was I think one of the, like a company where there's individual salesperson, uh, who signed up, um, for docs and, and then the rest of the team has since just really, uh, adopted the whole thing and brought it on.

So docs and has grown as namely has grown and the company has been doing incredibly well.

Doesn't that feel good?

It's great.

I'm really happy for them and I'm really happy for us.

And then they can see the value in it.

And as the company gets bigger, our product becomes stickier with them, which is a really nice characteristic for us.

We closed that a little over a year ago.

Uh, we, uh, have, uh, we don't have to raise more money at this point if we don't want to.

Um, that's the other really nice thing about doing larger enterprise sales in terms of controlling your own destiny and the, the cash upfront characteristics of it are also a pretty attractive.

You guys are profitable.

You're not burning cash.