Will Bressman

So Cleveland was a place that, um, you know, actually my business partner has some family connections too, and was happy to live there.

So, so he moved there and kind of runs our operation in the Cleveland location.

And I'm, I'm the leader in the New York operation.

Yeah.

So we sort of have two categories.

There's the overall, which includes people going out of business and then what we call preventable.

We're above sort of 90% in gross retention and even higher in what we call preventable retention.

Logo.

Revenue actually over 100% because of increases.

It's a little over 100%.

Sorry, net is over 100.

Gross is in that same sort of 90-ish percent.

No, just a little over 100.

And the reason for that is sort of twofold.

One, primarily, as I mentioned, most of the people that we lose are the ones that go out of business.

And those typically are a little bit of the smaller firms.

And then as part of our sort of model, which is very transparently listed on our pricing page, we're not necessarily sort of like increasing prices all the time.

What instead we do is as firms grow, they add individual users and embedded in our software is

a sort of per user way obligation because we have a lot of supervision tools for all the individual employees at the firm.

So it's a nice organic model to continue growing because we basically, as the firms grow, get to partner with them, but are not necessarily like passing through massive price increases all the time.