Welcome, everyone, to our analyst/investor session. We intentionally wanted this to be very intimate and, you know, to just hold this to a few people that were kind of willing to make the trip. We have opened it up, so we've got a listen-only line, so that we're not encumbered by the FD rules. We can sort of talk, you know, talk openly and so it's in essence broadcast. Probably got a couple of listeners in on the line. But thank you for being here. So, I think I've met each one of you, but I'm the CFO. Pete is our VP of IR, as I'm sure everybody knows. And he's not gonna do that. He's not gonna do that. He's not gonna do so. People. I know that's your big, yeah, it's your big thing, but we're gonna pass on that. So we've got a couple of other members of our executive staff here, as well as Dan Daniel, who's one of our board members, who's with us today. But like I said, we intentionally want this to be fairly informal, you know, dialogue. So if you've got questions, please feel free to interrupt. What we've done is sort of prepared a bit of an overview so that we'll give you some perspective, but not just from Pete and I. You hear enough from us. So we've got Jeff Skousen, who's our Chief Revenue Officer. Alexis is here as an observer, and Todd Crane, who's our chief finance. And so I think we're – our plan is to start off and have Jeff kind of share some perspective with you on fiscal 2025 from a high-level perspective. And then we've actually got a client with us, and I'll let Jeff introduce him. After that, we're gonna have RJ Tracy join us. And he is, I'm not sure what his title is, but he's over all things consumption and partners. And those are two key areas for us. So he's deep into both of those. And I thought it would be helpful just to give you sort of an overview of those two areas. I know, Derrick, you had some questions about consumption, so I thought he can help with some of that. We'll talk a little bit about what our plan is from a partner ecosystem standpoint. Then Josh is finishing up another session. He'll be in to kind of wind things up, and we'll do a Q&A with him and get you out of 3, right? And we'll go till 3:15 P.M. or so, you know, if the others of you wanna stick around for a little bit. But with that, Jeff. Yeah. More investment perspective. One thing. Thanks. Thanks, David. Thank you. Everybody's pretty familiar with the Domo platform at this point, and we don't need to go through a lot of that. Good to see you, Ryan. I've been in this role for about the last year, but I've been at Domo since the very beginning. So I have a good perspective and a feel for, you know, all things Domo and kind of our journey here. And this past year, you know, was all about setting some of the foundational elements for growth in the company, primarily focused on consumption, consumption model, getting that right. This has been something that I've felt like and seen that we'd needed to get to. Done a lot of research, talked to a lot of my peers. And the consumption model is just it's the model that people are going to. It makes sense because it opens up the platform. It allows. We'll get into some of the details of what it is. But we've gotta get back to growth. That's my goal, is to get this company back to growth and back to where we think we should be. I think strategic direction and the main things that I've laid out to the team this past year are keys to that growth. It really falls into four categories. I might have you advance the next slide here just so we can kind of talk about those. The first one really helps instigate or complete the rest of the strategies. This consumption model allows us to do PLG, which we, you know, implement through a freemium model. It allows us to partner. I'll go into each of these in a little more detail. Then the last component is kind of the AI step that's the big buzz, and everybody's talking about it. But as it relates to consumption, you know, think about a partnership where you want you know, well, a lot of our customers use our Domo Everywhere product, which is the ability for them to give their customers information that's important for the service they're providing. And in the past, we're like, "Okay. We'll charge you X amount of dollars to get access to that." And they're like, "Well, I don't even have my customer yet." And so it's kind of been this start and stop, with a freemium model rolled out and a consumption model that actually allows us to give them an instance or give them Domo in a simple in the simplest form and allows them to use that and get familiar with it at a low-cost point until they start seeing the value, and then they can jump into it. And so, when you look at how consumption drives the benefit to each of these other, other areas that are strategic initiatives for us this year, it's really the key to it. We had to go through, like, three or four iterations this past year to get it right and to really figure out what we wanted to do. Now, there's lots of different consumption models out there. Snowflake has a compute consumption model, and we're not that. We are more like the Omniture model where they prepay for a, a certain amount of credits. Those credits are burned down through different actions that they do through the platform, whether it's ETL or whether it's data flows or whatever they're doing. Then once those credits are burned down, we have the opportunity to sell them more credits. And, and throughout the year, our job now as a as a sales organization and as a support organization is to help them identify new use cases, which burn down those credits so we can have a conversation earlier than later, right? So that's kinda, that's kinda the model now. So I'm not, my team's not selling another product, a different product anymore. They're actually selling use cases in areas where these credits are burned down. Let me just clarify, Derek, to make sure that you're clear on or and others as well. But so we sell, you know, a minimum number of consumption credits a year. So let's say it's 100,000 so make it easy. 120,000 consumption credits for a particular customer. Then they either use it or lose it by the end of that year. And so that gives us the ability to recognize that revenue ratably over that annual period. So we still have that predictability built into the model. And then, as Jeff says, if they start, you know, getting on a trajectory where they're gonna burn through all those credits, then we can tell them, you know, "We can either send you an overage bill, which is gonna be at, you know, $X per unit, or we can move you into a higher, minimum usage contract. We'll give you better unit pricing and but move you up." Like, when we can see that you're gonna burn through those I mean, a lot of them, six months into it, they're on a trajectory where they're gonna clearly exceed unless they do something dramatic. They're gonna exceed their usage. And so that becomes then the motion for kinda upselling, if you will. Yeah. And like it is, it's not a new system for us. We did this back at Omniture, and it worked great. There was a different metric. It was page views. And we had to do all kinds of crazy things with sampling page views for, like, the big eBays and stuff. So this is the credits are burned down in a little different way. And people really get it because they have Snowflake and AWS and all their big hyperscalers that have a consumption-type model. And so we fall right in line with how they're used to buying. One thing that's very unique, and RJ's gonna touch on this a little bit more, when we talk about our consumption model, and partnering, like I said, Snowflake has a compute model. And ours is, you know, ours is different from that, you know. They set up their sales teams to get paid in arrears and all kinds of weird stuff. We haven't had to really re-redo the whole sales team and how they get paid and everything because of the way we're doing this model. So we've had a we've had experience with it. It's worth and it's just, it's just a little different in terms of the metric. I think some people have asked, you know, "Why do you freemium?" We've been really good over the years. And I've ran from the corporate business for a lot of years where you go invest in digital spend on, you know, on the web and LinkedIn, and you buy all the, the digital space up, and that drives leads. And so we collect those leads, and we convert them. That's really been our model. They've been really great at it. The problem is, a little bit, scaling is tough, because at some point, you hit an inflection point where the more you spend, you don't get the same return. We've run into that a couple of times in my tenure here at Domo. So we need our best customers are those that have used Domo in the past and have gone to different companies, and then they buy Domo again. We've heard stories on stage today where somebody, one of the panelists, had bought Domo four or five times and brought them in as a CFO. The more people that can use Domo and see the full capabilities of Domo, the more leads we're gonna get, the better leads we're gonna get. So this freemium model allows us, for a very small credit amount each month, to allow people to use the platform and to get the full benefit of it. And then, you know, they're gonna eat those credits up really quickly and need to come to us. So it actually generates more leads for my sales team to go and close. Takes a little bit to get going. But once that gets going, then, then you're gonna have qualified leads 'cause people are—I mean, I have several examples where customers came in and said, "We're definitely not paying you $50,000 for this." The rep says, "Okay. Let me put you in freemium." And it's kinda like, "Hey, here's an easy way to kick up a POC." They go help them get the value out of it. They come back a couple weeks later and like, "Oh, I, I totally see it. And we've signed up those contracts." So it's just a it's a way to help us, you know, help people along their path with Domo till they can see the full value of it. And PLG, you guys have all heard it. I mean, I think it forces Domo as a company too, to, to get better at, you know, this experience that's, you know I, I don't wanna have to go spend all kinds of dollars on the low end to get customers. They should be able to do that on their own. And then I can focus, you know, on, on the customers that are a little bigger and more mature. RJ's gonna talk a lot more about the, the year of the ecosystem or the our ecosystem. But this is what we've kinda defined as the year of the ecosystem. And I've, like I said, been through this 3 or 4 times where we've said, "Hey, partners are important to us." You probably are saying, "Well, what's different this year?" What's different this year is that we have Josh paying attention to it, first and foremost, 100%. We have the right executives running the right strategies in place. And if you were to talk to Snowflake and Databricks and our other partners that we're, you know, working with, they would say there's a complete difference in how we're approaching that this year. I mean, this past month, we've gone to 9 different Snowflake data for breakfast meetings. And we're meeting their customers, and we're getting introduced. We're meeting their sales teams. We're figuring out how to enable them and vice versa and things. We've never done that kinda stuff before. Yeah. Yeah. I'll say the other key that unlocks it is consumption. Until we were on consumption, the models conflicted. When we were selling seats and they were selling consumption, those models conflicted. And so now that we're on consumption, I mean, that unlocks, you know, each one of these other things. But it's key in the ecosystem as well. Yeah. Add that. I would say there's some technology things that have happened. You know, there was always a little bit of a conflict when we'd go to Snowflake and say, "Hey, we'd like to partner with you." However, customers would say, "Well, where am I gonna put my data, Snowflake or Domo?" Our reps would say, "We can put it in Domo, and it's cheaper." Like, that just blows everything up right there. Through some training and efforts, we're like, "No. Put it in Snowflake. Doesn't matter. You're not gonna be penalized as a rep for putting it there. You're gonna make actually more money. We put some incentives in place so you can make more money if you do that." Just a different approach to making it real for our customers and partners. Are you in their marketplace? They have a marketplace. Yes. Can you buy through their marketplace? And you can also, you know, with AWS and Snowflake, if customers have commitments for, you know, for burned-down spend, you can purchase through their marketplace, Domo, and it'll actually count toward their burned-down. They're already contracted to that stuff. So it makes it kind of a no-brainer for customers. And, you know, corporate space, a lot of people don't have, you know, the backend databases and stuff. So, you know, we can still be that complete platform for them, and that's fine. But we're actually gonna, you know, as we as you work in the $100 million to $300 million-dollar companies, like, they're starting to think about these things. I mean, obviously, Domo's there. We have data warehouses and things. And so, we're gonna be a good referral partner for Snowflake. Snowflake's really good at building. They have the IT relationships. They don't have the business relationships. Domo has all the business relationships. We don't have the IT relationships. So it's kind of a perfect marriage there where we can cross-pollinate. And they wanna get to the real, you know, use cases, business use cases and stuff. And we've done a really good job with that. Now we've verticalized the teams there. Yeah. You guys have, I'm sure, heard from them. They've said, "This is the year of the business users for them." And so it's just a good, I mean, for us to be focused on partners when they're trying to lean in on business, the business users, and that's where our strength is. That's a positive. So this is RJ Tracy. He's our SVP over partners. And I hired him maybe eight months after we got going. Mm-hmm. So he's been. He was still in high school at the time. He's still in high school. RJ's been with us the entire time and probably had more customer conversations than anybody at Domo and has really led the charge on consumption and now partner. So we were just kinda I had just gotten to the partner thing. You know, if there's any questions that you have for RJ as it relates to consumption or partner that I haven't already talked about, I'm sure he'd be happy to answer any of those questions. I don't know if he has any prepared anymore. Just coming in cold. Yeah. Just to maybe allow you to set it up. We're just talking a little bit about consumption. But maybe I know you've got a slide on partners, like, how we think about the partners. That might be helpful just to frame up for this group. Yeah. Perfect. So, I'm really excited about what we've done on the ecosystem. You know, we're still early on. But we really sat down this last year and thought about, "What are all the different types of partners we'd want? You know, where should we be partnering?" And we believe that every partner that we would ever want to partner with or wanna partner with us really fits into these four main categories. And it starts on the technology partners. You know, Domo's always done really well getting into the line of business. And line of business, though, doesn't really care where the data lives. But IT does. So our technology partners allow us to unhook our backend and then let customers choose where the data's gonna live. So you think about Snowflake, for example. You'll hear tomorrow on main stage that now our integration layer, our ETL, visuals, and everything can actually be completely unhooked from Domo's backend and can sit directly on top of the customer's Snowflake instance. And now we would compete against more of Matillion and a Fivetran. And we would do data integration. And we would be the visual layer for those companies as well. And, and they could pick and choose. They could say, "We only want your ETL," or, "We only want your integration." And our consumption model allows us to still monetize deals the same way we do today, whether it sits on Snowflake, Databricks, Domo. So it doesn't hurt our ability to go sell into those accounts. And I think this is gonna be, you know, game-changing for us with the IT departments who really are building a strategy around a different data warehouse technology. The other thing in the technology partners I think is interesting is we'll see a lot of companies where departmentally, they might let departments make decisions for where they want their data to live. Or you might have companies that are global. And so they might have, you know, countries that require the data to live in countries. So one country is using Databricks, and one's using Snowflake. And Domo can sit on top of all of those clouds and create a unified experience across ETL, integration, and visual. So I could be looking at a dashboard where the data is staying in Databricks here, and it's staying in Snowflake here. But I can collectively see all the metrics together. So I think that's really interesting. Why would Snowflake, why would Domo make sense for Databricks or Snowflake or whatever? Like. Yeah. Can I comment on that? So Snowflake and Databricks, you know, Snowflake's two biggest initiatives this year are new logo deals, which they call Cap 1, and then getting into the line of business. But you can imagine if you go into a marketer and you start talking to them about, "Hey, we're gonna help you lower your acquisition cost of new customers," or, "We're gonna help you increase the lifetime value of a customer," then they show a database. And the marketer is like, "What?" Like, they don't. They listened to a presentation from Snowflake lately. It's rough. They don't have anything to show. They have no way to show you what the outcomes they wanna talk about—outcomes. But you gotta go back to what I said earlier, which is the line of business doesn't care where the data's stored. So you gotta have a compelling reason why you wanna put your data in Snowflake. Domo's a perfect partner where they could showcase the value and the outcomes that a customer could have and the power that putting that data in Snowflake could bring. They don't have a dance partner. They don't have BI today. They don't have an integration tool. They don't have very few connectors. Their connectors are very, very limited. They don't have an ETL tool. So when we've gone in and worked with Snowflake, their reps have said, "Holy cow. I've never been able to get data in Snowflake this fast. This is incredible." And so they're looking at us as like, "You can help us expedite our sales cycle. We have something we can showcase. We can take in the line of business." They wanna use our lab studio to be able to build some solutions to take out to the market and show customers what they can do with data. Because the platform's powerful, and you have to have that data to make it happen. But you also then need to help bridge that gap for a business. And Domo does really well in that line. And Databricks is the same way. So they've already both told us some of the solutions we're building for, like, Shopify and other vendors. But, like, we want that in our listing in our marketplace. We want Shopify solution built by Domo, powered by Snowflake. And Databricks has said the exact same thing. So we're getting some really good demand there for use-case-type solutions. And Domo does well there. What about GCP or? Yeah. Redshift? All eight major clouds. So you've got Snowflake, Databricks, GCP. You've got Amazon Redshift. You've got Azure. You've got Dremio. You've got even IBM and Oracle have reached out to us recently and said, "Hey, we're hearing you guys are partnering." So Oracle's like, "We want you guys to be the engine that drives NetSuite data into our cloud." Because they don't have a great way for customers to get it there easily. And so and then and then they wanna look at other solutions they've built, you know. And it could be they just recently purchased Cerner, I think. And so it could be that product as well and other products that they have purchased and owned. So yeah. So, Oracle, it's interesting. Oracle knows that we, you know, we use NetSuite. And it's tightly integrated with Domo. And we really run our business on Domo, obviously. And actually, all the NetSuite folks, the executives at NetSuite all use Domo. We can see that they're in it every day. And so yeah. It was interesting that Oracle, actually, though, reached out to us and said, "Hey, you know, we wanna partner up with you guys on this. I think it's, you know, we have just not been really open in the same way that we are today. Today, we've built the right, you know, the technology to integrate on the backend. And the right. And the model. Yeah. And the consumption model. And so, you know, I think when we look at the partners out there, sorry. I'm still in a little bit of turmoil. No. You're good. You can go. Domo, you know, you look at who our sponsors are for Domopalooza, Snowflake is here. And, you know, so they're paying to play. And they're kinda evidencing that, "Hey, we wanna move, you know, we wanna move fast with you guys," so. It's cool because, like, Alteryx, you know, has been a huge Snowflake partner. But they moved the data out. And so the Snowflake reps don't like it, lose compute. And so we've already had a bunch of them reach out and say, "Hey, we have these customers that need to replace Alteryx. We'd love to bring Domo into the mix for, you know, parts of Palantir or. I think the other thing that's significant is that Snowflake rep, of course, a business has to make a decision with all of their partners. And so they have to go out, and they have to build relationships with Fivetran and with Matillion, you know, to complete a solution that makes sense for their customers. And with Domo, we can actually be that one partner that brings it all in. And they don't have to go and manage, you know, multiple, And. Relationships. Ink five deals to get one deal contract them, right? They could ink us and themselves and simplify that sales process. That's the feedback we've heard from the reps. It's, it's exciting because right now, I'm quarterbacking five vendors to do what just you and I could do together, so. Our app partners, you know, we're going out. Our new no-code, low-code app solution allows us to build really cool solutions on marketplaces. Customers that use Shopify and Jira and Zendesk and NetSuite and Salesforce and all these different tech companies don't want to have to build everything from the ground up. So we're gonna build solutions that allow you to have, and I'll the Shopify is, like, one of the first ones we're building, have you a curated experience where we've done all the ETL. So in five minutes, you can have not only a dashboard that gives you analytics that you can't get out of Shopify but also the ability to embed a scanner right into your solution so people on retail floors or people in warehouses can scan products. It'll also have predictive analytics built right into it, you know, using some of our new universal models. So we can show you out of the box. We can take your historical data and show you what you're likely to sell. And the new chat experience is all built into it as well so you can ask your data questions. And we're gonna build marketplace solutions. And it's cool because Databricks and Snowflake, again, have asked us to put those solutions on their marketplace because that's their goal. They wanna get into the line of business and get that line of business data that they don't have today. And that includes, you know, finding partners to contribute to the app store and to build solutions and to monetize them on Domo's marketplace. So we're opening up that to allow partners to come in and build solutions that they can take out to customers. Data partners is our third category. And this is our Domo Everywhere solution. So today, we have a bunch of tech companies or other companies that use Domo as a way to deliver reports out to their customers. So, you know, you think about, like, there's a company called D2L. They are an LMS system. And they have about 500 to 600 customers today that we are the reporting engine for that LMS. And one of the challenges we've had with that program is one, it's expensive to deliver to everybody. So, you know, D2L has probably 1,500 customers. But only a third of them are getting this experience because they have to pay for it. The other thing is that those customers constantly reach back out to us and say, "Hey, I wanna do my own thing. I wanna pull in my own data. I wanna do my own ETL." And we don't have a path for them. So what we're doing is we're converting this into a channel. We're making it a lot more affordable for customers to roll reporting out to their customers and give every single customer a full Domo experience on that data. So for D2L, it would be on all of their LMS data. And then as those customers want to do more, they wanna connect it and join it up with their CRM or with their financial system or their HR system, or they wanna do their own ETL, or they wanna put predictive analytics on it, there's a little floating button they can hit. And it will create a premium experience for them, which will generate a lead for our sales team. And these are already customers who've been trained on Domo. They know Domo. They use it every day. And we're now able to convert that into a channel. So we have a small company. We have several that we're working with. But one example is a small company called GuideCX. And they are starting to roll this out to every company. They got about 700 customers. And we've already had 4 generate leads for us. And 1 will probably close in the next 2 weeks. And we've got a couple behind them. And these are a lot of their customers are big customers, like T-Mobile and other customers like that. So it allows us to turn all of these customer customers into a channel and monetize them. So we're excited about that. And then. Are they not revenue as they stand, unless you get a lead? And then that drives incremental revenue. But, like, the existing relationship doesn't have any revenue component? Today, we charge the parent company, or, you know, the one that's pushing the data out to them. And at some point, they just say, like, "We're not willing to pay for, like, you know, everything that they want. So we'll provide a limited layer." But those units, you know, below their customers are saying, "Hey, we want more. We want more." And so there really hasn't been a solution for us to go direct to them. Or, you know, they could reach out to us. But at this point, yeah, they will each have their own instance that they'll get a minimum number of monthly credits, just enough to kinda give them the flavor. And then, we can see exactly what they're doing with it, how they wanna use it. We can reach out. It'll be a lot, lot, lot easier to, to go from that premium model up to a paid subscription. Right. And they do and the parent company does pay. But we've made it way more affordable so that it's a no-brainer for them. And then they have options. They can still buy it like they do today. But if they want, they can go down this channel route. And every customer we put this in front of, 100% of them have said, "This makes way more sense. We like this," because it gives their customers a full Domo experience. They can build their own content. And a lot of their customers want to leverage advanced analytics. They don't want a solution that's just out of the box that they can't touch. So this has been really well received, with the customers we've put it in front of so far. And then channel partners, we're being real strategic about a lot of our system integrators. So we just inked. phData is still one of Snowflake's largest SI partners. And not largest in terms of company size but in volume of deals that they do every year and implement. And we are going after their top three. So we're really close to inking deals with, like, Hakkoda and Kipi.bi. These are some of Snowflake's their top three SI vendors. We're doing the same thing with Databricks. So it's not enough for us to go in and partner with Snowflake. We want Snowflake to be pushing us. We want our Domo rep to be selling us. And then when they involve a implementation partner, we want that partner to also say, "Oh, yeah. We partner with Domo." And so we're working on a motion where we're triangulating and making sure that everyone in that deal that's going to be involved is signed up as a with a partner agreement with Domo and that we're enabling them and that we're making sure that we're putting our best foot forward. We're also doing the same thing with the app partners. So with Shopify, we're going after their top three Shopify implementers and saying, "Hey, we got this really cool solution. Let's partner together and take this out to all these customers that you implement. And let's build a partnership where that's mutually beneficial." So we're trying to be really strategic and develop channel partners that are going to bring Domo into deals. And we'll bring them into deals and that there's some mutual benefits, so. And that's. Yeah. So no. That was great, RJ. That was great. I had a quick question just on the pricing for it. When you fold data with this new model out of Snowflake, are you and you guys obviously get paid for the analytics component of that that you guys integrate. You also, like, charge for some type of ETL because you're pulling it out of there? Or is it, like and the more standardized it is, like, I guess if it's at Snowflake, you don't have to transform it as much, but? Yeah. So they still have to transform it. Okay. But it just stays in Snowflake. So today, all the data has to come into Domo for us to do anything with it, really. Yeah. We can visualize it if it's not. Which was that federated model? Yeah. Which is that federated model. Now, you could say, "Hey, I'm using Snowflake. I just want Domo to help me get data into Snowflake. And I wanna use your ETL tool." So a Snowflake customer might look at, like, Matillion or Alteryx or something else to do that ETL because you still need to transform it once it's there. And now, Domo can be that ETL vendor. We pushed the SQL down. So Snowflake's winning 100% of that compute. On Domo's side, we've made our credit rate cheaper if you bring Snowflake to the table or you bring Databricks to the table because we're not having to do any of the costless. So our cost is lower. And that also motivates customers to lean into the partnership and to buy Snowflake or other vendors. Okay. Does that answer your question? Yeah. So it's not, like, double. They're not getting double charged. Yeah. Yeah. The problem in the past. That would clearly be a. Yeah. The problem in the past is they'd pay us to replicate their data and Snowflake. And now, you can just pay Snowflake for the compute and us for our ETL and connectors, which is how all the other vendors work. So if you buy Matillion, you gotta buy their you pay for their ETL. You pay for the compute on Snowflake. It'd be the same. Mm-hmm. Are you guys there? They're partners at the sales kickoff for Snowflake so you can kinda get some training of how to sell Snowflake or how to sell Domo? Yeah. So we're actually working right now with their teams to do a competition with their SEs, and we're gonna start in a couple of verticals. And we're gonna start training their SEs. So their partner teams agreed to put us in front of those teams. And they wanna do a competition to see who can build the coolest Domo app. And their thought process behind it is, if our goal is to get in the line of business and I can get 100 SEs building the coolest solution for retail and financial services, that's just gonna help us to go into those accounts and get into the line because Snowflake suffers from the opposite problem we have, which is they go get IT. IT is dumping the data for the business out to an S3 bucket because they don't want the business user driving up their compute. You know, Domo provides the best of both worlds there where we sell in the line of business. We can help them see outcomes. We also now can support the IT side. They haven't had a great way to penetrate that line of business. There is a ton of data that's in the line of business that they just don't have in the data warehouse today. Well, so what's the real use case you guys are pushing? Is it, like is it visualization, analytics, reporting? Is it creating new analytic apps that are kinda greenfield? Like, what is the? Yep. So I'd say integration and ETL are the first. So most people buying Snowflake are technical. And what they care about immediately is getting data in and transforming it, getting it ready and prepped. And then on the second side, it's the visual layer. And that's what the business line of business is gonna care about, is, "How can I get access to data? How can I control outcomes? How do I get information surfaced to me that's valuable?" And that's where the two of us can complement each other. Can you, what was the you said, Snowflake, Snowflake's problem is that they say that again? They have a hard time penetrating the line of business. But you said they sell to IT. Then IT dumps the part? So, yep. So I was onsite with Snowflake about a month ago. And they said, "Yeah. What happens is we sell into IT. IT then takes the data results. And they dump it into an S3 bucket and let the business access it there. And then we can't get a relationship with them. And we're not getting that compute. We need a way for them. And then, who controls that? Right. We need a we need to convince them to put that data into Snowflake or to keep it in Snowflake and then let the line of business bring in all their shadow IT data, their spreadsheets, their and so, you know, they're struggling with, "How do we get that?" And, you know, from Domo's perspective, we have Snowflake customers. And we can see what they're pulling from Snowflake. And we can see all the data that's not in Snowflake that we're pulling. And it's so. So I'm gonna risk a good opportunity to keep my mouth shut, but S3? S3. S3, Hana? It's storage for Amazon. It's Amazon storage. Okay. It's kind of, so if you use Snowflake, your storage is usually an S3 for most of their customer base, same thing with Domo, actually. Once they put it there, though, then IT, they lose control somewhat. They're just not letting the line of business use Snowflake to put their data in or to access their data. So they're dumping it in S3 and saying, "Yeah. You can access it here and then go use your desktop analytical tool." But then that, you know. Then they end up with fragmented data systems. Snowflake wants all that compute. I mean, ideally, they'd want 100% of the data to live there. Right. Absolutely. So Snowflake's looking at you guys as, like, a valuable ETL engine to use. Right. So that's, that's interesting. Connectors. I mean, we have more connectors than anybody. I mean, Fivetran is probably one of the closest. I think they just announced 500. And we're over 1,000 connectors. They do what? How many deals a quarter, Snowflake, they were telling us? Well, I mean, just, like, phData, I mean, Snowflake does, like, 800 deals a quarter. They're going to grab Matillion or they're going to find somebody to do that ETL work for them. Yeah. Because their reps know it drives compute if they can get more data in. Sure. So we're helping accomplish exactly what they want us to accomplish. You said Fivetran has 500? I think around 500 is what they announced. Domo has over. Over 1,000. Yeah. So today, Snowflake will bring in Fivetran to do the ingestion. They'll bring in Matillion to do the ETL. They'll bring in Tableau, maybe, to do the visualization. And then somebody else to do some analytics on top of that. So it literally, you know, a Snowflake sales exec has to have, you know, four or five different parties at the table to get a deal done. And they just said that creates friction. Anytime there's that many parties in the deal, it creates friction. And so, you know, if they could reduce that to one other party that can provide all those elements, it just reduces friction in their process. The implementation partners have actually said the exact same thing. So, like, we were on with 20 of Kipi.bi as we were training taking their architects who are training Domo. And they said, "Yeah. It's a really big pain point for us. And we bring in Sigma or Tableau or Denodo or Matillion." And they said, "Simplifying that process for us would be amazing," so. That's taking down a lot of competitors. It's, it's actually I'm not trying to say too much here. But in my mind, I mean, we should have been competing against Matillion and all these vendors a long time ago. I mean, our, our ETL tool is not new. We've had it for a long time. It's very mature. Our connectors are mature. The problem was that our pricing model, we always charge on a per-seat license. And everybody only thought we did visuals. In fact, we'd have customers that a new CTO would come in. And they would say, "Oh, we're gonna scrap Domo because we have Tableau." And we'd get on the phone with them. And I'd say, "Hey, can I help you understand where you're planning on putting your data? Help me understand how you're gonna ETL." And they're like, "Oh, we're gonna buy Amazon Glue. And we're gonna—and I'd say, "Do you realize Domo provides this?" "No. I had no clue." They own the technology at the company and had no clue we're doing this because we charge per seat. And when you look at Domo, you just see the visual layer, so. We tried to cram all of that chart that cost into a seat price. So it elevated the seat price compared to our competitors. So we were always overpriced. But we had so much more. So the reps all day were like, "No. Let me show you let me show you all the technology built into this." And then in the enterprise, they're like, "Well, we already have four of those and three of those and two of those. So we don't need" so it was really, really hard. And now, it helps be a lot more modular so that they can plug in the things that we can do really well, leverage what they've already invested in. And it, it's just a much better go-to-market model. Everything can be market rate. I know it's kinda new. But, how much success have you seen? Because it seems like that sales is actually kind of a different sell. Historically, like, when I speak to customers, most of the customers I speak to are visualization users. And the ETL use case you're describing sounds more like the IT sale but, like, Snowflake, the relationship that they have. Yeah. Are you seeing that? Or are you seeing, like, customers use both? Or are you having to convince those business users that have this great use case of reporting that, "Hey, we actually do this too"? And they're the buyers. Yeah. It's an education. So on the business side, they would come to us in the previous life just for visuals. And there was this huge education that we would go through, which was like, "Okay. If you wanna get this end result, you have to first get access to your data. So what are you planning on doing? How are you gonna get access? And tell me how you're gonna manipulate the data and how you're gonna, you know, create data pipelines." And we spent a ton of time educating space there, where now, because it's modular, companies can come in and just buy the pieces that they need and the components they need. The sales cycle, you know, definitely, we don't have to try to sell the whole kit and caboodle. We can sell just the pieces. But Alteryx, actually, competes in the line of business. So I actually hired an Alteryx rep a few years ago. And he said, "We go after the same customers you do. We don't go after Informatica and go after IT. We go after the marketer or the CRO who's not getting everything they need from IT. And so they're having to buy technology to fill in the gaps. IT's providing them 40% of their reporting they need. And they're now buying us to go get everything else." And so we still see that, across our standard Domo deals. We still see customers that are buying us because they're not getting what they need from their BI department or from IT. Do you agree with this? So I was talking to one of the partners, when everyone was having lunch. And I asked this one's not Snowflake. This is my phone. I asked, "Where does Domo fit?" And she said, "When there's complexity and size, millions and millions of rows. The main thing is Domo's a single platform. You don't have to buy anything else. If you have complexity, you wanna drive scale." That's. I'd say. It's kind of interesting, right, because it's a little off message. I mean, Josh should probably be excited about it because that's, like, that sounds like a really big deal. But. So I would say, when you're selling the line of business, they don't care where the data's stored. And so we can solve that complexity for them. It's a huge advantage to Domo. That's why we've won so many deals. But when you get in with IT, they do care. And long term, that company's gonna grow. Even if they're a smaller company, eventually, they're gonna grow. And their IT strategy's gonna become more mature. Yeah. We wanna be part of that. So, I think we'd rather, you know, let them invest in the technology that allows them to grow into a data warehouse or but yeah. But for line of business, for sure, that's where we've played. So these partners, that's where they've played the last several years is in those line of business conversations. One of the examples you gave was another construction company. It wasn't the one that you talked about this morning. It was a different construction company that also was collecting all kinds of safety data and just figuring out things like, "What shifts do people get hurt on, right? What are they doing when they get hurt? What are the sites where they're getting hurt?" And then they push out little educational content, "Make sure you wear your helmet dealing with this," right? Yeah. But you said that was a big company, right? And so, what? Why, in that use case, would they sort of go all in with Domo instead of going piece by piece? What is it about? What is it about? I mean, it's about which pieces you should go all in on, which pieces well, when we started, there wasn't an ecosystem, right? There weren't. It hadn't. It kinda reminds me of, like, online marketing back in the day. It's like, "Okay. Are there gonna be 7 different 70 different categories of vendors? Or is it gonna kinda get down to 4 or 5? What's 4 or 5? Yeah. I don't think, at the beginning, anyone thought web analytics was it should have been. It should have been content management, you know? But same thing here. It wasn't clear what the vendor categories would be. Now, it's becoming very clear. Like, hyperscalers is a ca— Yeah. And it's a category that, you know, we can't own nor should we own with all of the things that we do. And someone's now doing it well enough that we don't need to do it. And, you know, we need to clean up our structure, our architecture so that we don't have any conflict with hyperscalers. But we always did. We had we had conflicts. We had customers going like, "Well, if we take that out of Snowflake and move it into Domo, it might be a little bit cheaper." Well, that's the end of that relationship forever. And so we said, "All right. We gotta fix this." But, I actually think there's gonna be a shift. I was just in a meeting with a customer. And they said, it's one of our big retailers. And they said, "We've been using Domo forever. They're a seven-figure customer annually with Domo. They just made a decision internally to use Snowflake as their big data warehouse. He said, "In fact, we just brought a new CIO on. They saw all the stuff that we're doing with Domo. They were so excited. We picked the data warehouse." The CIO said, "They picked it based off of who had a good relationship with Domo." So we're starting to see our ability to affect—you know, I was like, maybe we need to introduce more people to Snowflake that are in our product right now because that'll really get the attention of Snowflake. It'll really get the attention of Databricks." We definitely could have brought that lead. That's why I highlighted with Sony, you know, the example I highlighted on stage with Sony. There are a lot of examples where these big companies are like, "All right. Just stick all your structured and unstructured somewhere. We gotta have governance around that. We can't have it in 50 different places." You know, Sony has 20 different instances in at PlayStation, 20 different instances of Snowflake. And it'll always be that case. And those instances aren't shared by the different departments because the people that create games in this studio in a hypersensitive area are never gonna. They don't wanna have any ability for anyone else to potentially log into something and see that data because of their contracts with EA, etc. So there's always gonna be a world where we have all these hyperscalers and data warehouses that sit underneath. We sit on top of all that. And then, like I said, you know, 10 times a year, then we help you leverage all that corporate data and help you extend it out, take action, automate the action, and then apply AI in a secure, governed, transparent way. So I think that I think we're actually finally the ecosystem's finally starting to settle down to where there is gonna be a gap and a need. And it is gonna be a category that customers start to look for. So I think, from that perspective, it's really exciting. We've heard of this capstone. I remember when you kinda came out with capstone a few years ago. Yeah. That was it. But it's so there's a bit of a green light going on that, like, but the licensing strategy didn't really work with kinda pulling some of the different pieces of the platform apart and being able to kinda piece it in other areas. But now, with consumption pricing, that takes away that friction. Is that, I mean, and really helps unlock that strategy. Is that sounds like that's a key piece to it. Yes. Absolutely. It's a piece. It's not just about the financial mechanism. It just changes the relationship with the customer. It changes the way that they think about it. And I was just in another meeting that I was talking about. They started using us for tax strategy, actually, trying to get real-time data, trying to really have lots of transactions every single day. And they wanted to get real-time data to their VP of Tax. They weren't getting it. And originally, they signed a relationship with us that was based on seats. And so, of course, they couldn't get a green light from anybody else besides the people that were in the tax group. And they switched it over to consumption, same pricing, switched it to consumption. And now, throughout the finance organization, it's starting to spread. And now, the CFO's saying, "Hey, this is great. I don't have any other real-time information like this. Can we do this for a bunch of other things? That's exactly what we want. Before we had consumption, we just couldn't do that. Can you talk about, Josh, some like KPIs that you know we're super supportive shareholders and like we're really encouraged? Every time I speak to customers, your customers are like borderline evangelical, which is great. And even when I've talked to customers that have like been forced, for whatever reason, to move away from Domo, they kinda do it like literally, someone said, kicking and screaming to me. Mm-hmm. But, you know, like, the financials, and I hate to tie it back to financials. Like, what KPIs do you measure that will show you that you're having success? Like, can you share anything with us? Like, once a customer's switched to consumption, like, "Here's what we see," or, "Here's what we're hoping to find," because, like, quite frankly, I'm a little stunned that the financials that we see as the analyst or investor community are so different from what I hear from customers. And, like, the opportunity you're describing is massive. Yep. And it's, you know, that example you just gave is, like, it sounds like, you know, they're gonna double consumption. Yep. but that's just not what we see. Yeah. Unfortunately, we're not seeing it yet. I, you know, thank you for supporting us. And definitely agree. Like, we're seeing lots of great things. And I think that's why the team's excited, because we are hearing those same things. And we don't lose it. Thank heavens, we get to be back here in person. You know, it's. I was in another meeting with a customer. And, you know, there's five or six of us in there, four Domo people, two customers. And all of a sudden, in the middle of the conversation, they sidebar. And they're like, "Yeah. And it was really cool. Remember, after that session, you started talking about Domo Everywhere and how we can distribute all the data that we have out to all our vendors. We really need to do that and replace this other thing." And, you know, then they started talking about AI and how their CIO was talking about AI a lot. But they don't have any solutions and how this can actually definitely be the solution because of all the governance and all the permissioning. So lots of great things going on. The data that we look at, for sure, how quickly are we moving customers to consumption? So that's the biggest metric that we're probably paying attention to, you know, in addition to retention. Retention, you know, as much as you get to see that data, it doesn't tell the whole story. You know, we you there's things that are still, you know, have been happening and are still happening from, you know, the economy changing 18 months ago. It's still just, you know, things are just happening because of that from when people said and I think I shared the one story. But it was the most market story that I heard when someone's like, "Yeah. I got an $8 billion tech budget. CEO told me to make it six. So I'm shooting stuff. We'll see what happens. I gotta get rid of $2 billion." And that's, you know, there's still some byproducts of that that are out there. But we look at how quickly our customers are switching over to consumption. It was an important, really important to us that we got every new customer. So hitting above 90% last quarter was an extremely important metric. Now, we need to go to all the renewals. We didn't really roll out all the training to all of our, our CSMs and our sales executives really until over the last month, the last few weeks that we finally finished. Is that right? RJ finally finished all the training. Oh, sorry, Jeff, too. So I think we've done that. And I think you'll see sometime in the next quarter or two we will go and communicate to Jeff, "No more. We're not doing any more renewals, period. I don't care what happens. No more renewals if they're not in consumption." We're not there yet, but we need to get to that spot, like we were able to do with all the new relationships. But you know, it is, I think it will naturally work itself through. But that's another metric that we're looking at, what percentage of the renewals are getting to consumption? You know, we're still, it's still pretty nascent, the efforts, right? Right now, it's like, train and try to tell them the good things. But we haven't done things like, "Oh, you wanna use AI? Oh, yeah. That's only available on consumption." "Oh, you wanna use you wanna use the new app builder? Yeah. That's, that's unavailable except for on consumption." So now, every single feature that comes out, we're putting it through the you have to justify the reason to not make it available anywhere except consumption. So we just have a million reasons to try to get everyone over to consumption. I think, once that happens, then, the financials will, you know, absolutely match. And hopefully, we start to see signs of that sooner than I think. And I'll just say I'll just say one more thing on that. I've, I've met with a ton of customers, even at Domo Palooza. And I said, "Hey, how's consumption going for you?" And they're like, you know, "Don't love it. Don't like that we're being forced to." I said, "Tell me why." And a lot of a lot of how they've structured, architected Domo to this point, we've just said, "Put everything you want in there. Doesn't matter. Just throw it all in there," right? And so they have piles and piles of data that they're storing that does nothing for them. And, you know, so, so when I when, when a rep or a CSM goes to them and says, "Hey, we're we're getting to move you to consumption. Your cost is gonna go from $200,000 to $9 million because you have 9 million credits," they're like, "that's not gonna work for me." And what RJ and I have learned through this process is that 70 usually, 75% of that is data that they could clean up or that it's not usable or whatever. And so. So that doesn't need to be refreshed. Helping our customers through this and being smart about it, you know, once they get to the steady state and they're like, "Oh, yeah. Once we really just use the data that's really important to us, that we're refreshing every 15 minutes, then it makes a lot of sense for us." So it's just this education that takes some time with our existing customers where the new customers, we can just explain it. It's easy. And they're off and running. So that's the step we're. The good thing is, though, on that topic, the good thing is, we don't need them to get rid of the, you know, get rid of the end of the day. Yeah. That's right. It's fine as it is. Like, if you think about it, like, we have all these customers that are not on consumption. We have all the data charges. We're paying for all those things right now. You know what our gross margins are. We have plenty of room. So they don't need to change. The problem is, with lack of education, you know, until that education happens, you might have a CSM that's, you know, mid-level CSM who has a conversation with the customer. And they think that their bill's gonna go up. Well, no. That's not the case. We don't need your bill to go up. We can take your old stuff and be like, "You don't have to pay for the old stuff. You're gonna pay for the new stuff." You know, we just haven't had everybody really trained on it yet. We're highly encouraged by our ability to. Do you? So you have to have more custom pricing then because if you're like, "Well. No. This customer has all this data. We don't have to. Custom charge. Customer doesn't. No. Just for no. It's, it's more just, like, whatever you're doing, whatever you're paying us, lock that in. That's the past. We'll lock that in. Going forward. You're paying us $250,000. And you've got, you know, 200 billion rows of data. Cool. You got 200 billion rows of data. Here's your pricing. Now, going forward, you're gonna start paying for these billions of rows of data a little bit more expensively. But, you know, you can, we'll lock you in for the next two years, three years. You got plenty of time to think about it, plenty of time to clean it up. And, you know, that gets them comfortable. So it's like, you're going to consumption. But you take them on a path there through an ELA. It's like, "Hey. You got an ELA. And you just got some caps." They're like, "Oh, okay. And I got a couple years of de okay. I, I can do that. You're not forcing them to go through, like, their own optimization cycle. Right. It's like. In the meantime, they pull this thing up to all of their, you know, users. And so way more people are getting value out of it. And you open up the platform for them. So they get, you know, they can check out data science and test that. And they can do AI stuff. And they can do other things that they weren't able to do before because it was sitting behind feature switches. And so it fixes a lot of problems that way. I don't know. You know, I know we just have five minutes. We do have a customer here that has a pretty awesome story. I don't know if anybody's interested in hearing. Branden, I mean, he told a little bit on stage there. But he is a customer that I, I mean, I love. I love Branden's background because he, he's an entrepreneur. He ran big sales organizations. And now, he's the CEO of Medius. But his story about how he was on a federated model, kinda why he chose Domo over Power BI and Tableau and these other things, some of the friction that he faced inside of his organization from IT who were saying, "Hey. We wanted to standardize on Tableau or Power BI or whatever." And so he had the vision to kinda help them off of that. I just thought it'd be interesting for him to take four or five minutes and talk through that if you guys are all wanting to hear that. Pat, I know you've got to. I won't. So if you need to leave. Sensitive to that. That's fine. I'll be really quiet. I did. We did the chat quite a bit before this started. Yeah. So Branden Jenkins, Chief Operating Officer at Medius. Medius, briefly, is a spend management platform, counseling people on automation, procurement. We are on track to hit probably $200 million in CRR this year, mainly through organic, a little bit of inorganic growth. I came on with a few other executives in the last 2 years. We're backed by Marlin and Advent International, to, you know, take the sucker to the moon. We have big growth ambitions. We leave categories wide open. There's a big TAM. And, Domo plays a big part of that story. I was introduced to Domo through NetSuite. I was an executive at NetSuite, Oracle for about 9 years. I was the general manager of global retail. I ran strategy for a few years, various projects, as well with Oracle. Came into NetSuite through an acquisition. I was the CEO of a retail management solution. I was also SaaS. I sold it to NetSuite, back in 2012. So, you know, I have a good perspective on technology, you know, being kinda the founder startup of a SaaS company a while back, been running, you know, Category King at NetSuite. Learned a lot there. But Domo played an interesting role at NetSuite, solving our go-to-market, really, you know, bringing together the marketing and sales and figuring out what works, making sure the pipeline was there. And that was the challenge I was faced with at NetSuite, Medius. When it came to Medius, it was growth at all costs. The PE firm was more than happy to throw money at every single, you know, technology they thought would help us sell on Wednesday versus Tuesdays. And that's a problem. We had data in many different systems, siloed. You know, it was a hairball. And I reflected back to how we solved this at NetSuite. So that's what we need to do. That said, we had significant investments in Azure, Power BI. The business ran on that. Our platform, our, our solution that we sell to our customers is Azure and Power BI as well. And we spent a lot of time trying to make that work. I spent a better part of, a year and a half throwing money at trying to get our corporate data, our, our internal systems optimized. Good example is, I brought on it was finally my wits' end and brought in a consultant, a good-sized consultant that solved these problems before. I spent $500,000 with them to tell me that I needed to spend another $1.5 million to put in data warehouse, you know, put Snowflake in, put Tableau in, do this, do that, do that. And, you know, the $1.5 million extra dollars wasn't as scary. It was the fact that it was gonna take another year to solve the problem. And, like, we don't have time. We're on a growth path. We have ambitions. And so I said, like, "Let's look at Domo." If I told my team because they were fighting me, you know, like, "No. We gotta stay this course. Stay this course." They didn't know anything, really, about Domo. I said, like, "If Domo can show to us that they can solve this problem that we've been trying to solve for a while and it's really just bringing together all this go-to-market data so we can figure out how to do it in a cost-efficient way and a growth-profitable way, we're going with it, right?" Like, sure. We did a POC with the sales team, you know, called them up and told them the problem. I said, "Look, hey, Branden. Like, let's just prove it to you that we can do it." So they did a, you know, three proof of concept. Within a couple weeks, they solved, like, our biggest problem that we were trying to solve. And then it was like, the rest was history. I mean, so that, to me, just, just encapsulates what Domo is about. Within weeks of signing the agreement, we started getting value out of the platform. And then, it's, I'm all, I'm a big believer in bite small, chew fast. Like, just get value, you know, continuously. That's been the journey we've been on since. So we went live June, excuse me, July, August of last year, so a few months in. We. On the standard model, right? Yep. Yep. So we started on the standard model. Like, now, this is a time and, in fact, to Josh's point, I told my organization we were gonna get $1 million out of our staff. And we actually did get $1 million out of our infrastructure, our staff. Meaning consolidate. Taken out? Yeah. Yeah. We took out a lot of tools, go-to-market tools, various things. And then I come to my team and say, "Oh, no. We need a new tool." Like, they thought I was crazy. But interestingly enough, Domo plays a critical role in this consolidation story. Like, it actually allowed us to continue to consolidate and save money through platforms and people. I mean, I had an army of people doing Power BI work, right, that I don't need anymore because, like, the cool thing about Domo is, like, the mere mortal can go do this stuff, take developers good at this stuff. But I was intentional on signing up with the, at the time, the consumption model was newer. You know, and I've been doing this for a long time. I sniffed it out. I was like, "Okay. Like, that's newer. We'll just go with this." I signed up for a handful of users because I just didn't wanna overspend. And the sales team was great at not pressuring an overspend kinda commitment. And that proved to be very beneficial as a month in, I think it was 2 months in. I was like, "You know what? Like, we solved this problem. And now, all these other users wanna get at Domo." And the consumption model we revisited and, you know, it took a moment to understand it. It's not that complex. I actually think it's a beautiful model, things I'm starting to put into our business as we sell our B2B software. And, it's changed the conversation internally. So not only were we able to then just deploy it to many, many more users in our go-to-market—we have a few hundred—we were able to start to take advantage of all the good stuff that Domo had, right? Like, you know, when you think look at AI, when you look at the machine learning, when you look at the other types of functionality, that would have been a procurement process, would have been an IT conversation, would have been a project. You know, our teams can do this, like, iterative, like, "Let's test it out. Let's see. Like, is there ROI here? Let's try it." "Yeah. There's ROI. Let's go." Like, the best of Domo's already there. And we just gotta go use it, you know? And we have the credits. And, like, in my world, it's like, "Great. We'll buy more credits." I, like, actually, I would be ecstatic to buy more credits because we proved to ourselves the ROI's there. So we've been on that model, you know, ever since. Since then, we got a new CFO. And she's like, "I love this. Like, we're never gonna use Power BI. That sucks. Like, you know, I need something like Domo." So now, we're rolling out Domo into the finance organization. What was that first big, really hard problem that you had a hard time solving? Yeah. So, you know, many go-to-market systems. You have Salesforce. You have all these transactional systems, Salesforce, Marketo. We have a sales forecasting planning system. You know, then you have Google Analytics and Outreach, all these things that give you insights about your funnel. And the biggest levers in our business is volume, value, and velocity in our funnel. But to get an understanding of that, you actually have to bring it all together and cohort it in a fashion where it makes sense, like, our users can actually understand it and make action. All these systems alone, like Salesforce is best in class. Outreach is best in class. All these things are best in class alone. But to bring it together, you have to have a data warehouse. You have to have a visualization tool. The traditional methods of throwing things like Power BI or, you know, over-engineering it, you know, over-engineering a data warehouse is just like, "That's old school." Like, like, that's months and years of work. Like, we don't have time for that. So what do you view it that it can replace Power BI? Would you? Yeah. So we. With any others? We replaced. I mean, Power BI was the biggest piece. Yeah. You know, that was the big disruption, Power BI, the need for Azure and Fabric. Like, we moved on to Fabric. Fabric was a joke. I mean, it honestly was just, like, lipstick, you know, that we didn't need. And so those went away. We had other, like, ad hoc kinda reporting tools, Excel plugins, things like that that we'd use. I mean, it's all been kinda consolidated from that. But then we had other, go-to-market kinda, add-ons with Salesforce or kinda point solutions that was trying to solve some of this funnel analysis, some of this, you know, customer life cycle analysis that just we were able to get rid of, because it all came together with the, you know, the logic that we built it. And then it sounds like you could have kinda new greenfield things you could do with it too that maybe you weren't doing. Well, I mean, we've definitely got a stronger handle on our funnel, go-to-market data, value bond, velocity. And the next big lever in our business, big, big lever in our business is really the expansion opportunity with our customers. I mean, my first focus was, like, get an optimal landing of customers, you know, landing the customers the first part. But then now, we're working to take all of our customers' production data, and bring that forward into the tools of Domo. Now, we're still early in that. You know, we have Databricks as well as a layer in between our customers' data and bring it forward. And we're a global company. We have a lot of our customers are in Europe. So we have a lot of GDPR compliance things that we gotta work through. But we see Domo being the ultimate place that our users are actioning the white space opportunities for expansion, and delivering more value to our customers. So that's the, like, that's what I'm excited to get onto. That's our next big. Probably got another 10, 15 minutes for just general questions if you guys want. Thank you by the way for coming. Yeah. Appreciate it. Appreciate it. Super. I was talking to Snowflake partner who said definitely validated, like, there's something really different than, you know, going on now than in the past. Yeah. Anything to kinda call out in terms of on the technology side? 'Cause he's, he was talking about, like, "We're almost done with this new connector or kit," you know? I don't know if it's zero copy capabilities or what it is that from a technology perspective that. Yeah. It's dramatically different than what it was. You know, I, I was one of the meetings I was in was about Databricks. We're doing a bunch of Databricks as well. And, you know, Fortune 50 company, they've got a ton of data. They have adopted Databricks. And they are trying to use us to they were gonna try to figure out a whole bunch of ways to figure out how to get Domo, like, data out of Databricks, into Domo, across all the different things that they were doing, and then process that information, and then get it. And they were taking a bunch of steps. And there were some delays. There were some costs. They were not sure it was gonna be the right solution. But there was another alternative. And, they recently got in on the, the, beta program for what we're doing with Databricks as well. And Databricks is about one month behind Snowflake with what we're doing, on our side. And, Snowflake's been leaning in. At the beginning, Snowflake was leaning in more heavily. And now, they're both leaning in, which is great, and a few others. But yeah, I think the end of this, what happens is, it really, truly doesn't matter where your data is. Your experience using Domo you know, Domo, like I was mentioning earlier, when we built this, there wasn't an established ecosystem. So our backend was, Vertica. And then we said, "Vertica's kind of expensive. And we won't be beholden to, you know, to another vendor. Seems like a core part of what we do." And so we built this thing called Tundra. And it ended up being, you know, 5 to 10 times more cost-effective for small, medium-sized accounts. But for the really big ones, Vertica was still more efficient. Well, then Snowflake and Databricks come along. And for the really big queries, they were definitely faster. But they were also really expensive. So then we started trying to figure out how to optimize those. And we've got it down now where we basically can swap out Vertica for Snowflake or for Databricks. But because we'd already built our whole backend to be either Teradata or Vertica, changing that to Databricks is not a big architecture change. It was just more of a philosophical change and then the work to do it. And so we've done it now. And so now, we have not only do we have Snowflake, we can have Snowflake running on Azure. We can have Snowflake running on AWS. We can have Snowflake in Ireland. We can have Databricks in Singapore. The customers are on GCP getting exactly what they want. So it truly, truly is the same thing as if it was all native Domo because native Domo always included a third-party data warehouse, hyperscaler. And now, we're just making that third-party hyperscaler, Databricks, Snowflake, GCP, and anything else that you want it to be. So it's gonna be, it is gonna be. It's gonna change things for sure in the industry, for sure. If you're Snowflake and you're Databricks, I mean, the example that, that Sony gave, what do you do? Or the customer that I told you, big retailer that we have, they were already using Domo to distribute information to all their different retailers. You can't replace that with Snowflake. You can just put your data somewhere. But you still have to distribute it. You have to have permissions. You have to have governance. You have to have data lineage. You have to have all that information. Oh, and by the way, that's what AI is. You have to have all those things. Or AI's really scary. And if it is really good, then you need to have all those things to distribute it and put that power in somebody's hands. So we're actually really well set up. And that's why I think the hyperscalers are looking to us. They're like, "We gotta compete with Microsoft. And we need someone that does these things. And when we go to do a deal, we don't wanna walk in there." And this is the big this is the most powerful thing. And RJ probably shared this. But we don't wanna walk in there and try to close a deal for Snowflake or for Databricks. And we bring our partners in. And we're trying to get six contracts with six vendors done at the same time. It's literally what they're doing. You're bringing in Fivetran. You're bringing in Tableau. You're bringing in, you know, Matillion. And, you know, then you've got a couple other service providers around that. And then you've got the Snowflake contract. Or you can just bring in Domo and Snowflake and be done. So Snowflake and Databricks are like, "Ooh, this is actually pretty dang interesting. And you guys finally fixed the stuff that you sucked at. So let's go." So it's pretty exciting. Does that materially change, like, the customer profile that you're landing these days now that you're essentially not paying for the whole package but you can basically choose? Yeah. I just had a conversation with the CEO of one of the companies that I keep mentioning. And we talked about what we're both good at. And they have. I said, "Yeah." He's like, he's like, "What are what's your where's your gap?" And I said, "CIOs. We don't know them. We don't know CIOs. We need to. We need to know all of them. We need to not have any customer where we have an account and not know the CIO." And he said, "I got CIOs coming out of every crack here. There's CIOs everywhere." He said, "But we can't get line of business. And we can't distribute it to all the users in the organization. And we have the data. But taking action on the data, which is where the value comes from, we can't help them do that." You know, everyone's finally got the pitch, "Put your data in one spot so you can control it, so you can govern it, so it's secure." That's the pitch. That's the Hyperscaler pitch, the whole pitch. That's it. Well, where's the ROI in that? Like, I know I need to do it. And I'll do it. I will pay for it 'cause it's secure. And I can govern it. But how do I distribute it? How do I take actions on it? And we're like, "Hello." So it, it resonates. And I, you know oh, she put it really well. It's not reflected in the financials yet. It doesn't make us get less excited. We're like, "Damn it." You know, we get Domo to quarter. And then we look at the numbers. We're like, "Shit. It should be better than this." And it will be. But it's just not there yet, you know? But the second it starts going, man, it seems like it could go pretty fast. So, there is a process for, you know, I mean, we talked about these partnerships. And, you know, there is a process. Like, you know, there was a technology interface that we needed to get right. So we got that. We're really close. Then, you know, we're gonna do some account mapping. And like you said, you know, training salespeople on both sides so they both get the deal. And, you know, that takes a little bit of time. So it won't happen, like, tomorrow. But it's gonna happen. That was gonna be a question I had is just when you guys look at your sales spend today, and I know that there's account reps and go-to-market, like, you know, big fish hunters and all kinds of people in that sales number, as you kinda move to this more partner-led sales channel, more at the low end, more premium model where it's kinda self-serve and then upsell, like, does the makeup of what the sales spend is today, does that change materially? Yeah. We constantly evaluate that every day, right? Every time you're thinking about, "Should we hire a head? Is it a sales head? Is it a marketing head? Is it a partner head? Is it a product-led growth, product development head?" And they all compete for dollars. So the second we start seeing, you know, you saw our total footprint in terms of sales reps come down. And we've got, you know, a dozen people in RJ's organization. We had several. So we've reallocated for sure in a place that we think's gonna very efficiently bring us opportunities. One of the other, I had this almost surreal experience, talking with one of the CEOs. And we were going through and, you know, I've known them for a long time. And we were going through and talking about where we're at. And just to kinda I think this typifies how much opportunity there is for us and how still nascent the evolution of this space and this ecosystem, how it's all gonna fit and eventually play out. It shows you how nascent it is because this is the CEO of one of these companies. And he said, "Yeah. You know, I can't really get any data here from the company." It's like, "We're using Tableau. And I'm so frustrated. Like, I can't, can't get data." I'm just like, "Is this conversation happening? Like, are you freaking kidding me?" And he goes he's like, "You know, I finally got so fed up. I told my team, 'Just, just start sending me a effing email at 4:30 A.M.' Just send me an email at 4:30 P.M. with the data I want so I can just get my daily data. I'm not messing around with Tableau anymore. I freaking it's like, I gotta call people to do it. I get it. I can't change anything." He's like, "It's a mess." And I was like, "Party trick." I'm like, "Or I pull out my phone, pull my app up, show them the data that I look at, show them the data that my board gets." And then I said, "And, you know, it's actually interesting. Sometimes, I don't know where to go. So let's go see. I'm gonna type in my CRO's name, type in Jeff Skousen into the app, and pulls them up. Here's the cards that he looks at the most." 'Cause first, we went to most viewed cards. And it's kinda funny that one of the most viewed cards is always the lunch menu, surprise, surprise, in the organization. So I was like, "Okay. Let's go." I don't think Jeff's looking at the lunch menu all the time. Let's go to Jeff, CRO. And it shows his most popular cards. And then it says his most recent. And, on the most recent cards, it was, like, three minutes ago. So I click on three minutes ago. And, you know, this is 9:00 P.M., three minutes ago. And it's, remaining pipeline to close this quarter. I click on it. It comes up. There's lines all over the place. We're diving into it. He's like, "How often do you guys cache this stuff?" I'm like, "There's nothing cached." It's like, "But it's so snappy." I'm like, "Yeah. It's, it's what we do." And he's like, "And it just works on the phone?" I'm like, "I don't know how to not make it work on the phone." And, you know, then he at the end of it, he's like, "Yeah. Maybe we should, maybe we should do a pilot with you guys." I'm like, "That's one way to find out what we do real fast, bro. Nice sales cycle. It just shows you, like, you know, it's still, there's a lot of opportunity. It's still really new. You know, if I would have known the ecosystem would have played out like this, I mean, gosh, 13 years ago, I would have said, "We're just gonna be a hyperscaler." You know, it's boring. But I guess I can get. I'm finally boring. It's growing so fast. But we didn't do that. This is what we wanted to do. And now that we understand kinda how it's playing out and where the independent players are and where the big players are that, by the way, need us to compete with Microsoft, and there's no one really like us at scale, it's a pretty interesting spot to be. So God bless you. And we'll do everything we can to make you happy. And with that, that's time's up. That closes our formal parts. So we're gonna go ahead and cut the line now.