Sam Jacobs

We were talking about it a lot, but we weren't instrumenting

the customer journey against our businesses in the way that would drive ongoing relationships with the customer.

Now we're in a different world where we have to focus on the customer because we are not allowed to spend as much money as we would want to spend on growth at any cost.

We're in a world of profitable, efficient growth.

It doesn't mean we don't want to invest in growth.

It means we want to size our bets in growth so that we understand what the relationships are, what the unit economics are,

But we really want to orient around the customer because we know that the customers are fundamentally the things that are going to drive long-term value for the business.

Again, if you're in the world of recurring revenue business or really in any kind of business, that's always been true, but it's more true and more acute today than it ever has been.

And that's why, you know, what's one to do coming out of this brief talk, because I only have a minute and 15 seconds left.

One to do is let's make sure you have a data layer that integrates post acquisition with pre acquisition.

Let's make sure that in the board meeting, we're talking about customer health.

We have an algorithmic perspective on customer health.

that unites the activities that we think drive value and that lead most closely to retention.

Third, let's make sure that we're using some kind of framework.

You can call it spiced.

It could even be medic.

But let's use a methodology post-sale in the same way we'd use a methodology pre-sale.

So Guy will tell you that sales teams that use medic or some kind of qualification methodology pre-sale close at much higher rates

than people that don't.

We need the same kind of methodology for renewals.