Owen Ryan: Are they low hanging fruit? Yes, there’s always some little level of low hanging fruit that’s out there that you can actually go after. But I think for us, again, foundationally more than anything else, we’re looking at how well our customers are using what we’ve provided to them. And we see it and we see it from the information and data we have. And so we’ll be able to go back out to them and understand where they’re using the product well and quite frankly, where they’re not. And then we’re figuring out ways with them through what we call our BlackLine nine ways to optimize the delivery to our customers in those particular areas, as well as working with our partners that also have strong relationships within the office of the CFO to help our customers moving forward. So I think that’s been part of it. I also know Therese has been giving this a lot of thought as well. So, Therese, you want to add anything to that.
Therese Tucker: Sure. Alex, one of a great example of sort of low hanging fruit was the five-day implementation, right? We know that delivering on BlackLine’s promise of value and getting people up and running more quickly was something that had a nice impact without a great deal of effort.
Alex Sklar: That’s great color. I guess just one other point of clarification on that. Is there any commonality in terms of is this all mid-market? Is it single product customers? Has the change kind of been across the board? Any sort of commonality on kind of the renewal rate?
Owen Ryan: I don’t know that there’s anything that’s unusual in the information or data that we’re looking at. Again, I think we go through every one of our customers looking to see where they are on their journey with us. Obviously, we’re working our way through the list very methodically to make sure that those customers that we feel have room for improvement that we’re out there working with. And so, yes, obviously some of the larger companies you would focus on maybe a little bit sooner. But the way our team is really deploying against this is using our own internal resources and again, working very closely with our partners to be out talking to our customers and trying to help them make sure they take advantage of what BlackLine has to offer. So I would say very thoughtful structured methodical kind of approach to how we’re pursuing all this.
Alex Sklar: And maybe I just squeeze one more in for Mark. On the new e-invoicing opportunity, seems like it really fills out the AR automation solution there. Can you just frame kind of what an average uplift would be from that AR automation product, from that e-invoicing product and whether there was any contribution to ARR revenue or customers from Data Interconnect?
Mark Partin: Yes, thanks. I think we frame this acquisition as a people in technology. We feel like we got a really nice technology acquisition. The revenue and billings is immaterial to the overall business, even to the quarter. So there’ll be no sort of uplift in the near-term coming from that business.
Alex Sklar: Okay, thank you all.
Operator: Thank you. Our next question will be coming from Chris Quintero of Morgan Stanley. Your line is open.
Chris Quintero: Hey, thanks for taking our questions here. Owen, you talked about the better than expected logo ads from the mid-market. What do you think exactly is driving the outperformance in that customer segment? How much of it is maybe a stabilizing macro compared to some of the improvements you’ve made in execution, distribution. And relatedly, how should we expect more of the kind of like customer mix on a go forward basis? Should we expect more of it to come from that mid-market size?
