And that’s I think where we remain strong versus maybe point development products that are really just for developers. And the other part is echo Cameron’s is that, no one — it’s still early in the days of last and other things of other companies, but I haven’t heard that these developers, I am not getting other jobs elsewhere. What I am finding is those companies that struggled to hire developers previously are now able to pick up people where they couldn’t before. And so I think that further proof points that development is not and software more broadly is not going anywhere at the long-term trend. And so, yeah, there certain bumps up and down, like, as we are seeing. I don’t think we are in five developers sitting on an unemployment line for very long just because the long-term trend is more and more software.
Michael Turits: Thanks.
Operator: Your next question comes from Arjun Bhatia from William Blair. Please go ahead.
Arjun Bhatia: Perfect. Thank you, guys, for taking the question. I wanted to touch on JSM and the ITSM opportunity. You certainly talked about that a lot in the shareholder letter and from what we can pick up, there’s a lot of customer partner excitement about the product. How do you — how are the capabilities that you have developed with JSM compared to some of the larger incumbents that are in that market? And as you are increasingly selling JSM, how are you positioning it to larger enterprise customers that may already have an ITSM solution in place?
Scott Farquhar: Thanks, Arjun. That’s a great question. We built our ITSM solution in three areas that I remain the reason to our customers buy it. One is it is like a consumer-like offering out there and people will choose to use something else at the back end and install JSM the front end, because of its consumer-like offering. And so in some situations in very large organizations, we fight coexistence with existing solutions where we get put in at the front end to all systems there. I guess that’s just sort of proof point that’s a great advantage for us. The second is our time to value and that time to value means that we can target the Fortune 500 with our solutions, whereas many of our competitors taking enterprise target a much smaller subset, they are willing to pay for the financial services in the six-month to 12-month onboarding and all the stuff that goes along with that and so that’s our second value prop.
And the third value prop for us is that we bring IT and development closer together, and no one else can say that. And again, that’s been the history of our long association with our developers work and deep integration with all of their tools. And so our approach to this market is a long-term one. We are not aiming to go take the largest customers in this IT market to start with, because if you did that, you end up with a check box feature delivery mechanism where you need to check every box in order to switch something out and that’s not the product we want. We want to build a product that is loved by people long-term and serve the Fortune 500. And so, looking the largest of instances, we find a coexistence, where people want the things that we can bring that the incumbents can’t, but they haven’t got the bandwidth or the desire to break out some of the core systems that those large incumbents provide.
In other cases, where you just don’t operate in that space at all. But we are very happy with the small, mid market sales that we make and the coexistence in those large areas, and for us, it’s a long-term gain and we believe those three advantages will play out over time.
