That's very helpful in understanding the structure of the sales organization. Now, let's shift to the broader picture. Could you tell me about the evolution of HashiCorp's sales strategy? There have been numerous changes, and it appears they have not yet fully established their go-to-market strategy. How do you perceive this situation?

HashiCorp recently changed their licensing model strategically, around the same time Red Hat was altering Santos. This led to less backlash from the community. There's a concerted effort at HashiCorp, led by individuals like Nick Calver, to create value sales. The goal is to show organizations the value they're getting from HashiCorp, encouraging them to increase their investments rather than look elsewhere.

What do you think will change when Susan steps in?

I believe when Susan comes in, she will demand results. She will expect everyone to meet their targets. It will take her a couple of quarters to realize that every sales leader is trying to meet their targets. The problem is that there are people on their teams who shouldn't be there, and it's very difficult to let someone go when they shouldn't be there.

Let's move on to a different topic. Investors are always curious about the extent to which HashiCorp's enterprise or cloud products are easy to sell against the open source. And to what extent does the open source become a super effective competitor that makes the enterprise products not mission critical? Could you compare and contrast Docker with HashiCorp's products and comment on that?

As for HashiCorp, there are a few aspects to consider. The products were more or less identical, but with the new licensing, this will no longer be the case. This is a positive development for HashiCorp and for those selling HashiCorp. The key to selling HashiCorp or any enterprise product, or any supported open-source product, is to engage the right people. From my experience, the users have less influence than they might want us to believe.