Warren Jolly

So a portion of that revenue is actually what we bill in terms of fees that are a percentage of the ad spend that we manage.

The other portion of that revenue is actually revenue that we collect where we're not working under that percentage of ad spend model.

We're actually taking a fixed payout per action from our customers.

It's about 20% of the fixed spend model and 80% would be ad spend.

We're going to pretty much stay focused and double down on those two.

We're not, you know, we thought about moving into SaaS and other sorts of things.

That's why I mentioned kind of hybrid earlier.

But those products that we're developing are really going to be for our own use internally.

I mean, we look at a couple of things, right?

How many new opportunities are we securing and how closely do those opportunities fit our ideal customer profile?

Obviously our growth in both top line and net revenue, as well as managing churn and attrition.

That's a really big component of being in the services-based businesses.

If you're not carefully monitoring how much business you're churning, what you're doing, even if you're wonderful at sales or getting new opportunities, you're just filling a leaky bucket with more water.

So that's something that we fixate on a lot.

And really, there's two things that you can control in our type of business.

You know, one is flawless execution.

And the second is fanatical customer service.

There might be outliers where, you know, customers just don't have the right product, right?

They're trying to sell something that's just not a good fit for social or whatever service it is that you're offering.

But if you control those two things and you obsess about those two things, you're just going to organically do a much better job of managing churn.