I want to go back to the bonus metrics. What were the metrics during your time that stayed the most consistently important?

Downsell slash churn was always number one; that stayed consistent. Upsell stayed consistent; upsell was always there and stayed consistent. The amount did fluctuate from quarter to quarter because we had busy seasons and slow seasons. We wanted to put stretch goals, but we didn't want to put in a goal that was unobtainable; obviously, you would lose people if you did that. Downsell, churn, and upsell stayed consistent. Customer health stayed consistent. We always ran some sort of new product metric that stayed consistent. It could be scan to pay one quarter, a different product the second quarter, a different product the third quarter, or the same product for three quarters—wherever we felt that we had a lot of white space in that product or we rolled out a new product, we would focus on that. QBRs always stayed consistent. Those were the four to five that would always stay consistent. Then there would always be an added one depending on how the SMB org was doing and something we wanted to focus on. We would change that up from time to time, or sometimes we wouldn't put anything in there. It depended on where we saw an uptick in something or if we had a new product that we wanted to go after and say, "We want to upsell our customers on this product because we know the value."