the,

that is the journey.

And to your point, though, is the focus, but the ability to say, hey, I'm going to make shit money for a few years while I'm building this company.

Or I'm going to go do these competitions knowing I'm going to have to do a bunch of these to get my card or to get to the...

The process is under... discussed in many cases and like i said the the outcome is always oh they made their millions or their billions or there's here's the material things they have and by the way just as something for everybody out there and i think it's worth sharing to your community too is like the things do not satisfy you for very long i'm not saying when you make the money that you don't get some of the things you know i may have one in the parking lot here today but like you realize like after like it entertains you for like a day, a few weeks.

Like you're like, oh, that's super cool.

And then you, you're like, why did I buy that? And I'm just saying for everyone out there that thinks whether it's, they want to become an influencer to make a ton of money.

What would you say are like the top two more things that were most important to you starting your first company and then continuing and create and creating these, uh,

[laughs]

... to the Hall of Fame.

I think there are others that are more egregious, uh, you know, Lloyd Waner or, uh, what's the guy? The McCarthy from the 1890s Boston National League team.

I think it's Tommy McCarthy.

There are outfielders in the Hall of Fame that have worse resumes than Chuck Klein.

But I would sort of turn on its head one of the points that Harv made about the six seasons.

In a lot of ways, that's really all he had.

How about you, Dan? What if?

And at a SaaS company of this scale, I imagine the metrics change, but w- are there, are there key metrics that you look at that define whether the business is healthy, and, and how much has that changed from just that, you know, what, thirty percent growth year over year to now, uh, you know, uh, growth has slowed, the business is in a, a different phase? Are there different levels of importance to metrics maybe that used to mean a lot more, and, and what are the key ones you're focusing on now?

Yes.

The metric set has really evolved as the business has matured.

So in the high growth years, my first seven years, we were growing thirty plus percent, and the focus was primarily on ARR, bookings, retention, pipeline.

And we looked at those as the business became more complex across ro- route to market, uh, and segment because the main question was where was the growth most durable? We were absolutely looking at unit economics and the deal margins for larger upmarket customers as well.

But those were more supporting metrics at that stage, I think, rather than a primary lens.

And as growth moderated, I think those secondary metrics though became much more central.

So how did you get the employees sort of skilled up to be able to use these tools? What's their reaction to it been, and, and what's kinda the environment around using AI tools on your team a- and maybe even more broadly?