Warren Jolly

Is that how you measure it, by the way, or do you measure monthly?

No, we actually measure it differently.

We measure attrition on a quarterly basis, just quarter over quarter, just to see how we're doing, and it's sub-10%.

It could be better, but it's not terrible.

And again, we're in a relatively volatile sector because socialists are still so new.

So it's something that we're constantly evaluating and determining ways that we can improve as well as matching up with the right type of customer.

That's really, really important for us.

So, we have a slightly different approach because –

I think the pivot to SaaS in our space is actually really, really hard.

It's arduous, it's expensive to do, and there's some big key players.

Our long-term aspirations are actually to develop and incubate consumer products because social is the frontier for demand gen.

And when you think about companies like Dollar Shave Club or Honest Company or Harry's Razors, I'm using companies purposely in the same sector, a lot of these businesses have exploded off of the prevalence of social and just having a team that from day one

really understood that mousetrap.

And so what we're thinking about long-term is if we can think of other verticals that are right for disruption that are really a good fit for the virality and the reach of what social creates from a demand-gen perspective, we would like to be moving sort of more in that direction.

Our long-term aspirations are not to be, like we don't want to be a services-based company for 20 years.

And when we think about SaaS,

Again, you know, we think about the opportunity is not we know SaaS multiples and everyone knows SaaS multiples are really attractive.

But for us, fundamentally, we see a bigger play based on our core expertise and where our passions lie in the consumer product space.

That might be physical.

It might be digital.