Scott Chisholm

all the subscription you have in your book of business for the, for the four to 12 months for transactions is a little bit different and it can get hairy when you're trying to predict what's going to happen over the next 12, 18 months in terms of runway.

So we use the trailing 12 months to stay pretty conservative and we,

So by size.

So smaller organizations will transact less on the platform and their transaction fee dynamics is a little bit different.

So we know approximately what the revenue will be from that sized organization.

And we do that by segment essentially, but we use a trailing 12 month average so that we stay conservative and we put that on top of the subscription base.

So that becomes our total revenue run rate.

I think the split between subscription and transaction fee is really up to the customer in our mind.

We look at it as a big curve, and it's really all about cost of fundraising.

We want to bring the cost of fundraising down.

So if we can continue to...

lower, um, to provide software to more people, then absolutely we'll keep lowering the costs Amazon style, uh, across every plan so that the cost of fundraising keeps going down and that we in class, it becomes accessible for more and more organizations over time.

Um, we've, we've taken a, a page out of HubSpot's playbook in the early days, and it's very inbound marketing focused.

So we have

four full-time writers, we have an editor, we have a full-time video person, and really our marketing team is almost like a little bit of a media company.

We have one of the most read blogs in the space.

We produce content daily, webinars, you name it.

And so that really, that thought leadership content and positioning in the sector has been our primary playbook from a marketing and acquisition standpoint.

People will download a guide, they'll read a blog, they'll become a lead, and then they'll learn about what we have to offer on the technology side.

So that's probably the primary one.