More recently, we’ve seen the rise of the data scientists and the data engineer who is really coming to the picture and you’ve seen the Base product surface area expand in order to accommodate those new members of customer engagement teams. But I think that the super cycle under all this is really that move toward brands being able to take action directly on their customer relationships, being able to inform that action with the first-party data assets that they are building up and then being able to take action on it through software and strategies and team structures like customer engage — the entire customer engagement category delivers to them.
Operator: And our next question comes from Brian Peterson with Raymond James.
Brian Peterson: Just one for me. So I wanted to hit on the NorthStar acquisition. Any help on what drove the timing of that, the strategic rationale? And anything you can share in terms of the financial contributions that’s in the fiscal year ’24 guide?
Bill Magnuson: Yes. So I’ll let Isabelle speak to the financial side. But from a timing perspective, I think that we’ve been working with North Star in the market for years. It’s unique in our global footprint in the sense that it is a bidirectionally exclusive relationship which means that they are the only people selling Brave in Australia and New Zealand and they are also the only reseller that we work with in the region. We’ve been close to them for a long time and we felt like that there was a lot of efficiency to be gained by bringing our teams together. I was out there actually in November, met with all the different teams and it was clear that them just having an abstraction layer between being real base employees was getting in the way of a lot of their efficiency from a day-to-day basis. And we wanted to take — who has been a really long time, great partner and bring them into the fold of bras and really help accelerate our progress in the region.
Isabelle Winkles: Speak to the guidance. There’s nothing in the guidance currently that accounts for North Star. This is a tuck-in, a small tuck-in acquisition. The overall impact to FY ’24 revenue is going to be fairly small. We won’t even close until Q2, so we won’t get a full year’s worth of revenue impact. So you’re talking about a of revenue impact in this year. So it’s not included. We’ll update you guys on that progress as we get through to closing the deal.
Operator: And our next question comes from Taylor McGinnis with UBS.
Taylor McGinnis: So the outlook for negative 7% operating income margin by 4Q or better is really solid. It seems that in order to get there based on some of the math that we played with and might imply mid-single digits or so OpEx growth versus the 36% growth you did last quarter. So can you maybe just talk about or even quantify the drivers of that? So how much might be related to the pauses in hiring versus fixes in some of the sales efficiencies that you flagged in past quarters. And if we really use that negative 7% as a starting point for next year, how to think about the drivers beyond.
Isabelle Winkles: Yes, thanks for the question. So yes, I think that one of the keys here and I touched on this when I answered a previous question, is really related to our commitment to pausing head count for the time being. And so what that really has required our leaders to do is actually look at their existing resources. So it’s not about less investment. It’s actually about reprioritization of investment dollars. Now, yes, sequentially, the cost structure did go up from Q3 to Q4 but I think we talked about this in Q4 as we implemented the headcount pause. There were still a few strategic heads that were being onboarded and we had sort of the remaining number of heads of offers that had been made that needed to come and join the company.
