Q All right, Devin, take us, teach us some lessons about economics. So you're unique. Most companies kind of at this kind of monthly recurring revenue level, um, you know, there, there are poos, especially in SMB are like sub, you know, a hundred bucks, right? You have kind of less customers paying you way more. Do you have an inside sales team? How do you think about CAC and LTV?
A Yeah, so we do. So we have somewhat of a traditional and a traditional model. So target accounts that are, you know, given, uh, by not just industry, but ones we have specific verticals, uh, attached to. So whether it be CPG and auto and so forth that we have people go after. And then we also have, uh, an inside team that fields the inbound, um, and, you know, gets the, you know, kind of call to close, if you will, accounts. So CAC LTV, we're, we're always, um, You know, we're always investing if there's growth and CAC LTV makes less sense to worry too much about when you, if you're, you know, growing quickly, just because, um, you're going to continue to put money into, you know, Marketing and so on and so forth. So as we think about LTV, um, that's like one of these funny math numbers, right? So you can kind of say LTV is, oh, three years. Cause that's an average. But like that, you could just like put, you could say, oh, I'm worried about my CAC LTV and go bankrupt. Right? So we think about it as not just CAC LTV, but true CAC LTV against what our contract values are. Typically, you know, 12 months plus, you know, incorporating churn and, um, and then incorporating upsells into those. And then also, you know.
AI assessment note: “Yeah, so we do. So we have somewhat of a traditional and a traditional model.”