Stas Kulish

My co-founder, he's more of a business administrator, finances kind of person, and then we have designers on the team, two developers, one full-time, and myself, I'm in the middle of it.

I can code, I can do that.

designs.

Um, annually, I think it's 4%, but that's, that's just a game about the COVID.

I guess I call it COVID churn, which is a made up churn, but this is kind of relevant.

These days we see, um, high churn up to three to 5%, but actually annually or monthly monthly, uh,

The 5% we got last month, that was monthly, but just because of companies dying out, literally.

They're not there anymore.

And so the good thing about it, the ones who survived and who subscribe now, I think they are the survivalists and they will be staying there for longer.

And I panicked.

Yeah, yeah, yeah.

So it's not too bad.

It's not too bad.

And this is just to support my claim that this is a habitual thing.

When it's established, it's there.

It's really hard, difficult to pull out of the company culture.

Well, we don't spend anything on marketing just because we don't have anything extra.

So they come to us through the stores.

Slack has its own app store marketplace.

Microsoft Teams has its own marketplace.