Paul Raymond: On the Datum side, absolutely. On the Vitalyst side, it’s a bit slower just because that’s one–and I mentioned this in the past, one of the areas where clients are reducing spend is on training right now, so we did a lot of that. However, we have two–there are two parts of the business in that acquisition. One is the e-learning, and the other one is where we’re going to be integrating–I mean, you’re hearing a lot about generative AI right now. One of the big tools that Microsoft is going to be launching is called Copilot – that’s an area that we see significant growth for us with all of our clients, and the rollout and leveraging of Copilot in the Microsoft environment that uses generative AI for everything from Word to PowerPoint to coding, to anything to do with the dynamics and office suite, so we see a lot of potential upside in that.
Vincent Colicchio: Claude, one for you. You did mention the organic growth in the quarter. I’m curious if you have that in constant currency.
Claude Thibault: Yes, it’s around a couple percentage points of positive impact from currency in Q4, Q4 over Q4.
Vincent Colicchio: Okay, thank you. Nice quarter, guys.
Paul Raymond: Thank you very much, Vince.
Operator: Thank you. The next question comes from John Shao at National Bank. Please go ahead.
John Shao: Good morning guys. Thanks for taking my questions. I understand the macro environment looks tough and a lot of enterprises today are talking about cost reductions and efficiency improvements. I’m just curious if Alithya could actually monetize from this opportunity, given there’s such a rush?
Paul Raymond: Thanks for the question, John. Yes, like I was saying earlier, we do a lot of that in the robotic process automation portion. We kind of have a convergence right now that we see as very positive, in that there is a shortage of qualified labor and there’s a need for efficiencies, so a lot of these automation projects, which in the past weren’t a very high priority, are now becoming a very high priority, so that’s something that we see as very positive for us, everything to do with hyper-automation. The other piece, of course, is outsourcing more stuff, right, so outsourcing projects, reducing costs, transforming some capex into opex, so there’s all these things that we can offer our clients, that we see as very positive for us.
John Shao: Okay, thank you Paul. I think you also mentioned labor, so my question is actually on the labor market and whether it has any impact on your hire activity so far. It seems like it’s been a while since people have talked about this topic.
Paul Raymond: You know, I think there’s a lot of noise around many things right now out there. It’s still–for qualified technology people, it’s still a high demand environment. I don’t think people realize that now. We have the advantage now that we can leverage our smart shoring, so that’s taken a bit of the pressure off so we can hire people remotely now to fill some of the gaps. The other piece that’s also helping us right now is, as I was saying, we’re reducing the subcontractors and moving that more to permanent employees. The other thing that we’re doing, which comes back to how we’re improving gross margin, is we’re being very selective on profitable growth. We’re being very selective on the projects that we bid on, which puts less pressure on the hiring on the people side and brings us more benefit in terms of the type of projects we do and the value they generate.
We’re trying to combine all those things to make the situation more manageable.
John Shao: That’s great color, thank you so much. I’ll pass the line.
Paul Raymond: Thanks John.
Operator: Thank you. The next question comes from Divya Goyal at Scotiabank. Please go ahead.
