In terms of the go-to-market organization there and how it was handled. How much control did MongoDB have, or at what point did it shift to a consumption-based model? How did that play out during your tenure there?

Yes, when I started with the MongoDB Atlas service, which is primarily what they sell today, it's similar to what we're doing here at my new company as a software-as-a-service in the cloud, hosted across three different hyperscalers. I'm not sure about their current status with Alibaba in Asia Pacific, but that was our main focus. We worked on converting clients from on-premises, self-managed systems to the Atlas platform, where we saw good success. Net new clients were all moving to this consumption-based model. When I transitioned some of the compensation plans, there were changes such that if you had an account that wasn't growing, and perhaps they had a spike in consumption which looked good for that quarter for you as a representative, and you got paid, everything seemed great. However, if their consumption slowed down, it would negatively impact you as well. For many of us, representatives, directors, and leaders, it was a catch-22. I always said, you live by Atlas, you die by Atlas from a compensation plan perspective. Since I started in 2020, it was all about Atlas, which was probably new at the time, maybe two to two and a half years in, and it just continued to grow. I remember when I started, about 45% of the client base was on Atlas. By the time I left, it was between 85% to 88%. Everyone was moving to the managed model.