Nima Ghamsari: Yes, think of Builder as it has two major things that it does for us. One is it accelerates our ability to build solutions. So when we go into new markets, like deposit accounts, like we announced is on the platform, instant home equity was built in a few months by configuring on Builder. So that allows us to create solutions, which is very important. And then the second thing that allows is allows our customers like some of the ones we mentioned on the call today to take advantage of those things and so — and take advantage of that flexibility. And so Credit One is a good example of one Compeer is a good example of one. So it doesn’t necessarily change the size of customer, although, typically, it’s larger institutions who will want that level of flexibility and power and be willing to pay a premium for it.
What it really does it expands the accessible market for us, because it allows us to get into solutions that historically would not have been possible without the box, very rigid solutions. And so it really expands the opportunity size for us and the total spend that we could target with a customer over time, because we’ll be able to create a lot more value for them and speed really matters for them and it matters for us.
Joe Vafi: And then just I know you’re guiding by the quarter based on — obviously, the macro is a big input. But seems like you’re continuing to gain share. Is there anything we should look at in terms of — or extra color you can provide on what you could potentially do on share gains in 2023, the macros kind of out of our control?
Nima Ghamsari: That’s a really hard one, Joe, because there’s a lot of change happening in the mortgage industry as we speak. So I don’t want to comment on it right now but it is something we’re paying close attention to. First and foremost, our primary goal this year is make sure our mortgage customers are happy and the existing ones are successful, because it’s a tough macro for mortgage companies right now and we want to make sure whether they’re part of a bank or they’re independent, but they’re getting the value from Blend so they can thrive and come out the other side and gain share on the other side, that’s what’s really important.
Winnie Ling: Our next question is a follow-up from Ryan Tomasello from KBW.
Ryan Tomasello: I guess, realizing that the macro is clearly out of your control, it’d be helpful to understand additional levers you have to pull from here depending on how ultimately that that shakes out flexibility around the cost structure from here if there’s any more room? And then just regarding balance sheet and liquidity, are there certain options you could explore? I think you alluded to being opportunistic. What exactly does that mean, for example, because you exit the title business, the legacy title business, address some sort of restructuring of the term loan, just trying to understand all these different levers that are in your control, notwithstanding macro?
Nima Ghamsari: Let me start with second part of the question, Ryan, which is just with our balance sheet. I think what we shared for the most part is we feel great with regards to the cash runway we have. We feel strong with regards to our path to profitability. And so outside of going into more detail with regards to just the options or the actions that we take, it’s not something that we are going to speak to her right now. Of course, it’s our — just as a management team, it’s our duty, it’s our responsibility as it is for the board for us to, A, always be prudent in terms of what we review and make sure that in areas that we can strengthen our balance sheet, of course, that’s an area that we will monitor, we will review and if needed to, we will take an action that benefits the company.
