Unidentified Analyst: That’s very helpful. I guess the last question there would just be the macro environment from the developer — from the property manager side in your advantage, how do you guys see yourself positioned there? I know you’ve obviously got size. I’m just curious what you value — your competitive value proposition versus who’s out there. How are you positioned now? And how is that changing aside from, Beth, as you mentioned, it’s going up higher on the food chain and the decision side, but just in terms of how in practical terms, how is that working?
Beth Garvey: Well, the differentiator we have in the property management side is also the training side. That’s something that is allowing us to be able to go through and out sell or offer a service that somebody didn’t have before. I think the other benefit we have is these property management companies, Greystars, the Lincolns and places like that, they’re seeing more competition around, too, where procurement was never involved in any of the decisions that were made historically about what staffing agencies get used. And we’re starting to see even those larger companies go in and start looking at it through the lens of procurement. And that is potentially good for us because instead of those decisions being made at a local level now, some of these property management companies are going through and working to try to say these are the approved vendors that you need to work and you can only use these 3 approved vendors, and we will likely — well, we will be 1 of the 3 based off our size and our reputation in the industry.
So that’s a good move for us. And those — we’re seeing some of those contracts start to develop in the recent months. So we’re waiting for those [indiscernible] to get signed.
John Barnett: Yes. And I think our reputation, too, in the industry, I mean, super strong compared to our competitors, right? Last year, we won the Supplier of the Year award for the association, which just speaks volumes to how they view us as a partner and somebody who’s helping them in their business. And then I’m not sure exactly what the name of the award is, but we are a finalist on the Educator award for them this year. So that’s definitely a strength that we have that others don’t.
Operator: And the next question will be from Mike Taglich with Taglich Brothers.
Mike Taglich: Most of my questions have been answered. One question, I guess, is for John. What would the tax basis be on the tech side of the company’s business?
John Barnett: I don’t have that number at my fingertips, but that’s where all of our tax basis is. It’s all on the professional side because that’s where we’ve made all of the acquisitions.
Operator: And the next question is a follow-up from Jeff Martin from ROTH Capital.
Jeff Martin: Beth, I just wanted to get an update on your technology platform initiatives. I think that’s a continuous process. An update there, what you’re seeing in terms of improved productivity, engagement, collaboration, et cetera.
Beth Garvey: We continue to have moved out of the setup phase and more into the phase where we’re doing more the work that makes the system more productive, right? So going and doing the enhancements, we have a graph that says we now do more things in the advancement sites than we did and actually getting it to work behind the scenes. So that’s a positive move. And I think one of the things that has come out of that in the leadership team, we always have leadership teams every quarter, is being able to really say these are the things that we have going on right now. I know that our marketing team is doing some great things in regards to being able to attract talent and attract customers. We have the ability to be able to tell when somebody pops on our site.
We can look at immediately — the sales teams could immediately follow up when they see John looked at an e-mail we sent out. And then our salesperson can go, hi, John, we saw that you looked at this e-mail and immediately close the gap on some of those conversations. The other things that we’re able to do is to go through and do campaigns around activities that we do, all the trade shows and the property management group, all those contacts, when you go to a trade show, you walk away with all the business cards and what do you do with those things. And we — historically, it’s hard to follow up. And we loaded all of those up and the marketing team is now doing drip campaigns out to those people. And those are all things that we couldn’t do before.
And so that gives us more visibility. Again, it gets quicker touches to our customers. We’ve had some policy changes in regards to how we do time card collection, which has taken some — I think the last number I heard was about 5 to 6 hours a week off the plate to the staffing coordinators, and that gives them ability to fill job orders a lot quicker. And we just continually make enhancements. So it’s — we’re very intentional about what’s closest to the dollar when we make those decisions. And there’s a lot of wish lists out there. And the first question is always, what’s closest to the dollar, and those are the things that get worked on first.
John Barnett: Yes, Jeff, we did go through the period, right, of implementation, came out. We turned around and actually made 2 acquisitions back to back, right? So while we definitely worked on making the system more easy to use and more efficient, last year, we also had a lot of our resources that would be dedicated to that type of effort working on bringing in these 2 companies. So that’s done. We have a road map of development that we are going to do on the salesforce platform that we believe will improve efficiencies. In addition to, as Beth mentioned, on the sales front, sales enablement and really leveraging the system and leveraging our data to maximize the use of our time is a priority.
Operator: [Operator Instructions] The next question is from George Melas from MKH Management.
George Melas: A quick question on Workday. I’m trying to understand that better. Is this sort of a unique setup in the industry or have other software shops sort of set up sort of a similar system? And I’m trying to understand the person that will be on the Workday portal that Workday assigns will be your staff and will be paid by Workday. So Workday would be who pays you. Is that how the contract works?
Beth Garvey: Yes. Workday is now our customer in that scenario.
George Melas: And with this, I knew — at the beginning of a project to sort of make sure that it starts well? Or is it mostly on projects that sort of have problems? And when they feel like they need to have somebody there that to sort of correct it? And how do you work with the Workday consulting and implementation staff?
