Sowmya Murthy

Up until last year, Nathan, we went from services to enterprise, not true SaaS.

And what I mean by that is we were still falling in line with the way the customers were buying these long RFP processes, laborious pricing negotiations, all of these other aspects that are really not SaaS-based and doesn't allow you to grow in that trajectory, right?

And also on the back end, our systems weren't allowing for single deployments

true ability to push out features at least in a monthly reason because we were being held back by, hey, our customers don't move.

So last year, we made a tremendous shift internally.

We took six to eight months to, again, re-gut ourselves.

Another bold move from 2015 to go, oh, man, we've got to go true SaaS.

So three big things we changed.

We completely upended our pricing.

It was traditional P2, what our market does today.

We said, you know what?

Forget that.

SaaS pricing is going to be completely transparent.

So if you go to Join.ai today, we peg it on two factors.

One, the number of active wells and your actual production.

Measure by what?

Uh, BOPD.

So it's, it's, uh, per day, it's a per day.

So their production, a barrel of oil, BOPD is what they call it.

So BOPD.