Peter Christiansen: That’s great. Pretty compelling there. Thank you.
Katie Rooney: Thank you.
Stephan Scholl: Thank you.
Operator: Next question Heather Balsky with Bank of America. Please go ahead.
Heather Balsky: Hi, thank you so much. I’m going to ask first another bookings question. So I apologize, but we want to just kick the tires here. You talked about that some of the shifts in timing of the bookings just has to do with getting those deals, getting some of the deals over the line. I’m just curious where you might be, what might be causing some of that timing delay. Is it internally within the company? Is it just kind of selling the BPaaS strategy to the company? I’m just curious what the feedback you’re getting from these customers, so.
Stephan Scholl: Yes. I wouldn’t put it as delays or timing. You have to put everything into context. And the context is, we said it would be a really heroic day if in three years, which we’re coming up to the last two quarters of that. If we could on a new strategy deliver $1.5 billion of these BPaaS dollars. And so, on its own, we’re going to hit hundreds of millions ahead of that, call it $0.5 billion ahead of that plan and we’ve hit our targets early, right? So I would look at it from that point of view. Our pipelines are strong. I would say the demand from clients to want us to come in. If anything, what’s happening is the deals are getting bigger. And when you start doing, process re-engineering not to get too technical here, but it takes a lot of work to go into a major client and say, here are the 15 steps it takes to get to 20 different applications.
And here’s the experience an employee has on the left side of the ledger to now here’s what it would look like in a consolidated integrated data set and one place to go for an experience on the right side of the ledger. Here’s the, from to, here’s the ROI in savings, which is significant. I mean, we’ve seen some ROIs into the hundreds of millions of dollars of savings for our clients by going from left side to right side, again complex, broken, not being used, costly to integrated front door platform. So I would say, if anything, what you have to look at is the conversations we’re having are with more senior people. The conversations are broadening from the HR department a lot now into the CFO department and into IT department. We’re actually getting into a lot of conversations on front door ServiceNow versus Alight.
It’s great to see that conversation. We’ve all seen how well ServiceNow has done with their book of business, but they’re very limited as ServiceNow is on their product side of things. We have the administrative data and platform, which I’ve always said for the last few years, really is a unique combination that nobody else has. And so that allows us to really be much more dynamic versus static. And so we’ve had a lot of workshops with a lot of the largest banks and a lot of the largest companies in the United States specifically. And it’s great where we’re winning the front door discussion when it pertains to how to keep employees healthy and financially secure because they see the value of platform and administrative data. So super exciting, the pipeline is stronger than ever.
The deal sizes are great. But as I said just a few minutes ago, getting through these more complex sales cycles, which will benefit us in the longer-term just takes a bit more time.
Heather Balsky: Okay. That’s really helpful. And you talked about the — that you just launched your next sort of platform. I’m curious if there’s any pricing that you’re taking on the back of it and how to think about your pricing efforts going forward.
