1) When someone calls into a local government department (elected official, public works, utilities, parks &amp; rec), the staff needs a centralized system to track their issue, collaborate with everyone who can help solve it, and identify important issues across the municipality.<p>2) Bottoms up: $3bn in ARR as our pricing stands today, (90k gov * 15 depts&#x2F;gov * 5 users&#x2F;dept * $480ARR&#x2F;user). Our customers keep saying our pricing is cheap so we need to revisit that — 2016 goal to expand ARPU 50%. That&#x27;s without building anything else, but we have numerous higher-value expansion points in mind with one starting pilot phase.<p>3) Notable customers in Oakland, Chicago, and Miami. Last I checked we were at ~2k MRR but we just closed a few this week so I&#x27;ll have to check. (Don&#x27;t worry, we have a great accountant ;)) EDIT: Just added San Antonio<p>4) Penetrate toughest markets first (see #3) to build reputation before moving down. Target early-adopters in those markets then leverage those relationships to expand (localgov is a tightknit community.) 2&#x2F;3 local government leaders hit retirement from 2014-2018, so a new wave of tech-savvy leadership is taking the reigns.<p>5) Right now we are seeing 7 on average, but we think 4-5 is more typical.<p>7) We&#x27;d hit profitability before $1m so $2-4 is reasonable. We&#x27;re a small team and CAC is pretty small. Less about the number than proving a repeatable growth engine that can turn capital into many times that capital.<p>Bonus) Yes, when we didn&#x27;t know what the hell we were doing :) That was about a year ago. I agree we shouldn&#x27;t have gotten in.