Timothy Gokey: Yeah. I think, Darrin, when we look sort of at the — it’s true that in past times when there have been significant dislocations like 1999 and 2008. In those extreme times, physician growth went to zero, didn’t go negative, went to zero. If you look at the growth of our ICS, GTO is clearly just driven by pure technology sales not related to physician growth. And then if you look at the growth of our ICS business, it’s been about half and half in the past couple of years in terms of revenue from new sales versus internal growth from physicians. So clearly, if physician growth were to go all the way to zero, that would reduce our overall growth rate. But that has never — has not happened for an extended period. So I think we wouldn’t have any reason right now to think that our medium-term growth plans wouldn’t be the same.
Edmund Reese: Yeah. And again, I’ll just add to Tim’s point, position growth — we have a very diversified business. Position growth drives 20% of our overall recurring revenue. So I’ll point that out. But I just reiterating a point that Tim made, you won’t be surprised. We look six months out and have confidence in that information, and we come and share that with you. You won’t be surprised, we won’t be surprised and we have the flexibility in our model make adjustments and ensure that we’re still online with our growth objectives and guidance that we give if we see anything like that.
Darrin Peller: That’s fair. All right. Thanks, guys.
Operator: Our next question today will come from James Faucette of Morgan Stanley. Please go ahead.
James Faucette: Thanks very much. Just wanted to follow up on questions around the rollout of the wealth platform with UBS and the leverage that potentially you get with other customers. I think it makes sense that as those start to go live, it should improve sales cycles, et cetera. But what about from an implementation perspective, are there things that you’re learning in this process with UBS that should allow you to make commitments to potential customers in terms of their own new implementations even if it’s just for specific pieces or modules? And how should we think about that on a go-forward basis in creating that flywheel?
Timothy Gokey: Yeah. Sure. And first of all, James, welcome to — welcome to the call. Great to have you on.
James Faucette: Thank you.
Timothy Gokey: And I do think, look, there have been lots of lessons learned in the work with UBS. I think in the future, we would break things like this into smaller pieces and do them a little bit differently. So that’s definitely a learning. But moreover, we have built a lot of muscle as we have gone through this in terms of our project management technology tracking, the level of our ability now to look at — we’ve converted all to agile. Where we are in the agile sprint. The number of story points left, the velocity and the story points. When you get into the testing, what are the expected defects, what are the defects on the defects when they’re retested. How do you model all that out from a capacity standpoint. And we’ve built a whole platform around that, which we’re now using rolling out to the rest of the company.
And so it’s been a pretty incredible maturation as well as just becoming much, much more mature on leveraging AWS. A lot of this new technology for UBS is all based in the cloud. And our maturation around that and around the development productivity that we’re seeing is something that I’m very, very excited about. So we’ve talked about how this work is really driving the technology transformation of Broadridge to be the true SaaS company in the future. And I think that piece is really playing out well. So thank you for the question.
