Soumya Murthy

So let's jump into pivot number two.

Over here, remember, this was when product implementation issues were happening, right?

I'm going to talk about how do you address and quickly figure out talent gaps.

And then where do you see natural leadership, and can you groom them?

Are they open?

And then there's a type of x-factor person.

You know that person who doesn't want to be put in a box?

You need that person.

That's your utility player.

You're going to want to put them in any type of position.

So we found that person.

So we needed natural, steady leaders, variety, talent gaps.

So that's three plays that we used in reducing burnout to get to 7 million ARR.

So over here, supplementing that talent gap and addressing burnout, the issue that we had was we were climbing into that $4 million zone.

And our customers were expecting, this is Exxon, mind you, they're expecting

a two to three month on integration or time to value their product.

Because of what I'll explain to you in a short bit, it was taking closer to 12 months on a set of things.

Retention was gonna drop very quickly, right?

So why was that happening?

Really talented individuals.