Zach Lipton

But some kind of like culture change, change management.

Everybody's resistant to change.

I get that.

Some kind of, you know, insert the word, the right business school word.

I didn't spend enough time there, you know, to retain.

But I think the part that has been the hardest for folks is to, like, also recognize, like, they're living in a world where, like, in order to...

the way that you use this technology effectively and adopt it is not to sort of say like, okay, now don't change anything ever.

It is actually that like to accept that like, hey, we are going to have improvements and they're going to be coming on some on the daily, some on the hourly, some on the weekly.

I mean,

I think big macro changes will be signaled with a lot of advance notice, but that, hey, our ability to roll out improvements for each niche workflow, each niche specialty features that improve the functionality of the agent.

These are going to be happening on a somewhat consistent cadence and for the partners to enter not like kind of a state of like ossification, but a rhythm.

of a genuine partnership where we are in direct communication.

And I think it's helped so much that we have, I think truly like the best partner experience team in the field.

And I get 0% of the credit for it, but I'm very grateful for everything that they do.

And, you know, they are very high-touch.

They are meeting with these partners, whether it's weekly or biweekly.

They understand what's coming.

They'll walk through how to use new features.

They understand.

They'll also walk through, like, what for them is often, like, I think, like a very new way of doing business when it comes to, like, procuring technology.