On your next piece is, well, hey, you are doing these price increases, you are doing larger price increases on your server and data center products to effectively more incentivize the customers to choose cloud and I have to say, actually, that is driving exactly what we have expected on our cloud migrations and that’s why our cloud migrations are going — driving that 10% growth that we have communicated over and again. However, whenever we do a price increase on, say, server or data center, we also see customers having the option to go, hey, you know what we are thinking about data center, now is a very, very good time. Let’s do that before that price increase goes fully effective and we will see that uptick as well. That’s really impossible to understand exactly those dynamics of who’s going to choose cloud or data center through all of that.
But in general, what we have seen overall is much more customers sticking with us, either choosing to renew server or move to data center or move to cloud than we originally expected when we started this journey a couple of years ago. So, overall, no major pushback on our pricing strategy and our pricing strategy is delivering exactly what we engineered it to do, which is to incentivize our customers to choose cloud.
Fatima Boolani: I appreciate it. Thank you.
Operator: Your next question comes from Peter Weed from Bernstein. Please go ahead.
Peter Weed: Thank you for taking my question today and all the details that you have been providing on all these other questions. Going to piece together a couple of comments that you have made so far and see number one, if I am understanding this and what the implications might be. Correct me if I am wrong, but it sounds like more of the headcount headwinds you have been seeing are really more on the non-technical side. I think you had a good case around developers are finding jobs easily and the strength in JSM and things like IT suggesting strength there. So correct me if I am wrong, that that’s where more the headcount headwinds are on the more non-technical side? And then I am trying to square that with what I have considered to be a very understandable story for these non-technical people being a very natural and important part of delivering products.
What are you seeing that’s driving the weakness in those employees and how your customers are working? Are they changing how they work — how they work and what confidence do you have that after this macro, they are going to go back to having the scale of teams that they might have had before on the non-technical side that will bring back the growth on that side of the business?
Scott Farquhar: Hey. It’s Scott here. And I think what you are asking is, hey, there’s a lot of tailwind behind software over the last couple of years. What does the future look like in those areas? And I get confidence around Atlassian for a whole bunch of ratings. One is that, software is a general category and going anywhere, like, it’s in every area, whether it’s cards or it’s delivery or the AI/ML and stuff like that, that’s all going to affect everything like that we believe like all these innovations are going to require software developers. And so there’s macro time, like, yeah, people rebalancing their software teams at the moment, but the long-term trend is strong, but like there can be more and more people there. Two is that because Atlassian helps connect the entire organization to get work done and we hope basically move more forward across the entire organization, we are not to holding to just the R&D headcount.
