Shriram Shubhamanian

I actually went out to customers, built out Linux servers myself, and deployed it and realized that how am I going to get this to 1,000 or 10,000 customers?

There's no way we can do that.

So that was sort of the first failure and learning for us as to what's our DNA.

And that's where the focus just to B2B evolved.

So we have 13 enterprise like customers and then end retailers and businesses are about 153.

I believe this is the recent count that use our technology.

So Daniel Wellington would actually be sitting as the end user, the retailer.

For us, as a B2B business, the first touch point is the platform, the cloud platform itself, right?

A payments platform or a post company, right?

That is building.

A cloud platform or a large reseller of the cloud platform.

Right.

But now we do.

Once we sold them through it, we work directly with the customer and their team.

Actually, we don't know the total number of locations because if you take certain relationships where a reseller would have taken to, let's say, 30 customers across different countries in Europe.

We don't have visibility into all the different types of businesses and the locations they serve because the reseller in those cases would own that relationship.

So it's tough for us to get visibility because we also support a model where our entire stack of microservices can be deployed into a customer or partner's environment.

So there's only limited metrics that we can get in that scenario.

That's the model where we are directly serving the retailer or customer.

But then there is a model where we are deploying inside of the customer or partner's environment as well, right?