Seth Lieberman

But wait, there's more.

So that's sort of how we think about it.

And we think about sharing.

So we price by divisions, too, because they have separate teams and separate instances.

Yeah.

And I actually think about it exactly that way.

And I would say two things.

One is the more levers you have is both a pro and a con simultaneously.

So if you think about it, the more levers you have, the more you have a seat at the table.

You have a chip that you can cash in, right?

Maybe you can't charge more for seats or you can't charge more for CRM, but it's in the agreement.

And now you say, well, I'm going to waive these two things for you if you do this for us, right?

So sometimes it's a retention tool.

The flip side of it though is the more complicated you make it, the harder you make it to sell.

And so we, you know, like any SaaS company, we try and walk that line, which is how do we leave ourselves enough variability that we can get the right amount of money from big customers who get a lot of value and should pay us fairly without, you know, I've had a top 10, Fortune 10 customer say,

This is too complicated.

We're not going to buy this way.

Let me tell you how we're going to buy.

I don't give a shit what you do.

Go back and reprice everything you do against this model.