Shreya Murthy

Last question for me, I'm very interested in how, I don't know, like a company of Gusto's scale thinks about launching new products within Gusto.

Because you sort of, there are a lot of people that are just like,

Oh, Gusto works perfectly.

I'm not going to think about it.

And you have to like, you have to market this new feature, this new product to your existing customers.

Obviously it's a draw for new customers because new capability, better product, but also just, you have to tell people, obviously you can email them, but I'm interested to know, like,

Because every payroll admin probably has a phone number already authenticated for two-factor, is there some sort of internal go-to-market strategy that's more mature than just throw it in the newsletter, tell everyone that this thing exists?

How are you thinking about actually onboarding, measuring churn, making sure there's satisfaction for a new product within the Gusto ecosystem?

Yeah.

Cost.

How much does it cost you?

How much does it cost the customer?

Is inference a problem?

Like, are you able to use a series of models?

Like, how are you thinking about, uh, is it, is it like, yeah, I think you got to worry about people being like, Hey, I'm trying to ship this new feature.

Can you actually just do product development for me too?

And it's like, no problem, boss.

Even though that sounds like a wild, just random open-claw task, that actually does make sense in that business context.

Okay.

Jordy, you think what I'm thinking?