Tyler Radke: That that’s helpful. And just on the environment, maybe this is for Isabelle. But if I look at your revenue beat, this was one of the strongest you’ve had all year. And I think last quarter, you benefited from linearity and the North Star acquisition in this quarter that was already in the numbers. And then you also raised, Q4. Q4 was guided 5 million above the street, which is stronger than the guidance you gave last quarter. So it feels like you’re actually flowing through some operational upside, I guess. What was the biggest driver of the upside in the quarter? Was it kind of these larger enterprise wins? Or maybe did the environment play out a little bit better than you are expecting in terms of macro impacts. Thank you.
Isabelle Winkles: Yeah. So I think we’re you know, the macro continues to be challenging. I think we’re executing well in the context of this macro. In Q3, yes, there was definitely when I say impacts from linearity, again, not better than normal, but we haven’t been normal for a long time. So we’re kind of back to a more normalized linearity, which is helpful relative to you know, if you even rewind the clock back to kind of the beginning of the year and how we set out guidance, you know, North Star wasn’t in there. We were baking in quite a bit of kind of back end loaded, deal flow in the context of quarter-over-quarter. So while, yes, that we’ve now had the benefit of a few quarters of that, and so I could take some of that into consideration in the context of the new guides.
With the uncertainty that continues play I don’t take all of that into consideration and so you are seeing some of the upside here. I’s been two and a half quarters of some of this better linearity here. I wouldn’t necessarily — we will continue to take a risk adjusted approach, as we forecast out further into the future, and I would suggest analyst teams do the same thing.
Tyler Radke: Thank you.
Operator: Our next question will come from Brent Bracelin with Piper Sandler. Brent, please unmute yourself and ask your question.
Brent Bracelin: Thank you. Airport logistics here. Thanks for bearing with me. Bill, I wanted to go back to the replacement cycle. You did mention several vendor consolidation deals in the quarter. Do you get any sense of an increasing appetite with some of these large enterprises that they’re now maybe more willing to look at consolidation than they were maybe two years ago? And if so, maybe why? And then one quick follow-up for Isabelle.
Bill Magnuson: Yeah. I think that there’s a couple things from a consolidation standpoint. One is that the pace of a lot of businesses slowed a little bit. Right? There was a break that pace through the highly expansionary period that led into the end of 2021 and that led to a lot of software getting deployed in a lot of places. As we’re all aware, a lot of that software was utilized to different levels of effectiveness, and I think that there’s just a lot of scrutiny being placed on, what are in many businesses super complex technology environments. And so, picking the ability to kind of pick your head up, plan in this environment of that is relatively calmer than it was when you assembled the complexity, and be able to look for The ability to consolidate effectively is really, you know, is really part of what drives that attitude initially.
And then from a financial perspective, I think that the total cost of ownership of a complex technology landscape because of the number of people that are required to manage it, the amount of, overhead that goes into play with communication across all the different tools and coordination there. In the example that I cited in the prepared remarks of a customer being able to use a combination of feature flags in product surveys and reporting on an experiment that they rolled out all as a single person in the same tool. If you think about how that translates into organizational productivity and agility, and what that means from a total cost of ownership and savings perspective. Those are all specs of consolidation that are, really pointed in the direction of efficiency.
And so when you combine those two things together, I think that creates a good environment where both, attitudinally people are open to taking another look at what got assembled while they were, you know, going through the, through that period leading into late 2021, and there’s just a lot of great rationale to simplifying an ecosystem, especially, when you have as many moving parts in, in some of these marketing technology ecosystems as we see at some of these prospects.
Brent Bracelin: Helpful color. And then just, Isabelle, on the demand environment, three straight quarters of 30% plus growth. I get budgets remain constrained. I get there’s a little bit of acquisition benefit there, but, three quarters do make a trend. Do you feel like the environment’s at least stable enough in a demand perspective for you to continue to kind of control what you can control or would you say there’s still some outliers that we should be aware of? Thanks.
Isabelle Winkles: Yeah. So, I wouldn’t point to any specific outliers that that we should be aware of, but there’s, there is just continued uncertainty just generally in the market. And so I would say I said two quarters is not a trend make. Yes. It’s been three quarters. Yes, there are tailwinds from the North Star acquisition. So we are going to continue to be prudent with on the profitability side. Some of these overachieves, we have actually, opened up some additional spend capacity, particularly in R&D. That is a longer term play for us, obviously. But we are trying to take some of this benefit and kind of reinvest in the business in ways that are going to payout dividends over the longer term.
Brent Bracelin: That was helpful. Thank you.
Operator: The next question comes from Brian Peterson with Raymond James. Please unmute yourself and ask your question.
Unidentified Analyst: Hi. This is, [Jonathan McCarrie] (ph) on for Brian. Thanks for taking the question. So I’m curious, coming off of Forge, how did that event form versus expectations in terms of pipeline generation. And then maybe give us some context in terms of what the conversations have been like, around the new product and feature announcements you have there.
Bill Magnuson: Yeah. Absolutely. So as I mentioned, you know, Forge was actually a capstone on a full year of owned events, and we’ve been happy with how that’s been able to Activate our global customer community. The goals of these events vary depending on the event series, and Forge is really the flagship customer event, where we bring in, you know, primarily existing customers. We do a lot of certifications that, our partnership landscape is on display. There’s a lot of learning. That can really help with deal acceleration. It can help cement, relationships and improve the sophistication. We don’t look for that to specifically create a lot of net new pipeline are City x City, and kind of get real with Braze and grow with Braze event series that make up the rest of those that I cited, in the prepared remarks, are more oriented toward prospects and new business pipeline generation, and those have a steady drumbeat on their schedule throughout the year.
