Stephan Scholl: Yeah. And thank you, Scott. And to your point, again, I just talked about the advantage to customers. The advantage to Alight, as you can see, is the tripling of our mobile usage. You can see the world, again, it’s halfway through now. But to see double-digit reduction in our call center calls, I mean, that’s bending the curve on our cost structure. We’ve talked about that for years and that was just never possible. Our headcount always went up for the last 30, 40 years to serve that need. And to see it now go down and the needs in terms of resources needed to serve a much larger population than we even had three years ago, because as you know, with the major wins we’ve had, we’ve added millions of participants to our platform, and we have less people servicing that base than we did a few years back.
And that has all to do with the front door experience of Alight Worklife and creating a much better experience. So again, early days, but super good progress for us and we’re super excited about it. And then maybe Katie on…
Katie Rooney: Yeah. And I think, Scott, I mean how to think about that is, remember we actually talked about this a year ago where we started to see some of that momentum. You almost have to think a year out, right, because then based on the performance last year, we could staff accordingly this year. Now, what we’re seeing, continued reductions, plus obviously with our restructuring program, we’re also changing the infrastructure in terms of how we staff for peak levels. We have more variability, which will help us going into next year as well. So that is definitely a driver of the continued margin improvement. Operator, next question.
Operator: Scott – thank you. The next question comes from Pete Heckmann of DA Davidson. Please go ahead.
Peter Heckmann: Morning, everyone. Thanks for taking the question. Could you talk a little bit about your implementation schedules? I know you have some very large logos in the pipeline. Some of those go live in ’24, some of them go live in ‘25. Are you feeling like you’re on schedule with those? Are you finding the right people to hire and retain that can implement those projects?
Katie Rooney: Yeah. It’s a great question, and I think super important of what we’re driving. I’m going to ask Jeremy to touch on that.
Jeremy Heaton: Hey, good morning Pete. Yes, we’re seeing great progress in terms of implementations as we’ve talked about. GE being a very large deal, goes live here at the beginning of 2024 for part of it, and fully live in 2025. Just the same technology that Stephan just talked about that’s helping us through the annual enrollment period, that tech – the tech infrastructure, the standardization we have in the technology is going to continually allow us to create capacity for more larger deals, as well as to go live faster. So everything is on track that we talked about, and we’re continuing to see, again, acceleration in terms of the implementations of our deals.
Peter Heckmann: Good. That’s good to hear. And it feels as if wage inflation has come off a little bit, but I mean, how are you thinking about the measure of employment cost index relative to your ability to pass through some pricing in 2024?
Katie Rooney: Yeah Pete, I mean – so you’re right. As of September 30, the employment cost index was at 4.5%. So still kind of a small benefit in terms of where we’re going, but it’s really also a driver of how we’re trying to change our pricing model in terms of, we’ve talked a lot about, right, getting value for the services and the investments we’re making from a technology perspective, while also being clear on the importance of our service delivery capability and really bifurcating both of those. So, I think it obviously still impacts the business, but I think is an opportunity for us to continue to drive value for the investments we’re making.
