Buying for $600k, Selling for $35m

Once you declare kind of what you do and what you don't do, it makes a lot of other decisions within the organizations, within the organization very clear and you can push down decision making much easier. So not as, not as much, you know, is required of the executives, which really helps the scale.

So I think once you can push that clarity down to the organization, that allowed us not to have to work so much in the business and be the ones making so many of the frontline decisions. But, but ultimately we, we created a, A, a, a sort of a, a path for a customer to really achieve significant levels of value through analytics. And we positioned ourselves as your guide on that journey.

If no, no, we just need a guy to make a strategy guy. We don't do that. You know, call these folks over here, right? They can help you out.

We focus completely on trying to build these large scale analytics programs. And as we did that, we started to adopt some metrics from, I thought they were pretty good metrics from the SaaS world. Some of the things like customer retention and dollar retention.

And we realized in our old model our customer retention was kind of what I was getting to before was 54%. So we were constantly filling the bucket with new customers and we set a target for, you know, 90%. And I remember, you know, the team being, you know, thinking that was very difficult to achieve.

But once we started to focus on these programs and started to win some with our new, you know, model and message, you know, pretty soon customers were with us, you know, again and again. And again, and we started to kind of put some planks in there, you know, customer contracts, I think about them as kind of as planks.

And we, you know, they were, they, when we wouldn't be able to renew them year over year over year, all of a sudden the growth started to take off. Because every new, every new, you know, program we won was additive, right. And we weren't filling a hole anymore.

And so that's kind of, you know, from a dynamic of the business, that sort of thing started to happen. But we, it allowed, what ended up happening was it allowed Adam and I to spend more time working on the business rather than in the business. We were able to really start to, you know, start to help focus on scaling.

And I think probably the biggest thing it did for us is it eliminated problems. So, you know, when you're scrappy, you're chasing everything that moves, you know, you, you, you, you go after something regardless, right? Of what that's going to, how that's going to.

Tomorrow's problems are tomorrow's problems. That's today I don't have. We'll deal with that tomorrow.

Right? But when you have, when you can take a step back and pick your customers, you can avoid, you can make sure that you're staying, you know, sort of targeted on a core customer that is a, avoids problems for you six months down the road or 12 months down the road, you stay very focused on a set of customers you can deliver for, you know, you can do a great job for. If you can't do that work,…