Steven Benson

That's why I don't like coming up with numbers that are kind of like, oh, well, we're acquiring a customer for this much more when really all of these expenses overall need to be looked at.

To be competitive, we have to pay for this many engineers.

I like looking at the business as a whole instead of...

Well, different customers pay for different periods of time.

So you can't correlate MRR to cash flow.

Go ahead.

But my point is you can't correlate MRR to cash flow because cash flow, a lot of customers pay up front.

Oh, got it, got it, got it.

And some customers pay up front for multiple years.

So your cash flow is how much you are bringing in the door every month in terms of revenue.

Got it.

that kind of determines what you have to play with on the marketing, the sales, the employing people side.

Yeah, well, MRR kind of pretends that everything is coming in... Monthly.

Monthly.

Yeah.

But that's not the case, right?

Well, I mean...

you give them a discount and like how much they 20% is the kind of the standard.

If they're, if they're gonna, if they, if they're going to come in for a year at a time, we knock 20% off the, off the cost.

So it's, you know, it's moving it from a $42 a month price to a $35 or a, it's, uh, I mean, I think if people feel like this is something that's really useful to me and I'm going to be using it for,