Today we have the vast majority of the suppliers, both OEMs, recyclers, aftermarket we have the suppliers. So it is now really continuing to work with our customers on much more of an adoption curve. And we are seeing the challenges people are having from a labor standpoint. So if I can save ten minutes on a part shoulder or get it right the first time, people are willing to adopt more and more of these electronics of an electronic part solutions from us because it’s integrated and it saves a lot of time and improves the accuracy.
Saket Kalia: Got it. That makes a lot of sense. Brian, maybe for you. For my follow up, can we just dig into the revenue acceleration a little bit this quarter? I know you called out the $2 million in subscription catch up. There were a couple other moving parts there as well. I think even the other revenue line and the income statement, that’s a little bit higher than what it’s been historically. Can you just sort of unpack that acceleration a little bit for us?
Brian Herb: Yes, happy to. So 11% total. We had 8% from cross-sell and upsell within our existing clients. Within that, we had about a point of casualty. So casualty had a strong contribution. We had three points from new logos as well. I would say Saket, it was broad based. I wouldn’t highlight kind of one specific area of the business that really drove the growth performance. We did 10% growth in Q1. We did 10% growth in Q2. This was eleven. We called out that one point on catch up. And when you kind of unpack it below that, it is really kind of a broad based set of performance where we’re really happy across the product set. So there’s not one to really highlight that really drove the performance besides just kind of general momentum across the business.
Saket Kalia: Got it. Makes a lot of sense. Thanks, guys.
Brian Herb: Yep. Thanks, Saket.
Githesh Ramamurthy: Thank you.
Operator: Thank you. One moment, please. Our next question comes from the line of Chris Moore of CJS Securities. Your line is open.
Unidentified Analyst: Hi. This is [indiscernible] for Chris Moore. Can you talk a little bit about annual price increases and how they’re embedded or not embedded into your revenue growth target?
Brian Herb: Yes, it’s Brian. We don’t embed and have a specific call out within the seven to ten, our organic guide. We don’t call out specifically kind of what price drives. We continuously look at pricing and make sure that we’re pricing the products for the value that’s being driven from our customers and think about pricing in a strategic way, but there’s not a specific metric to highlight within the guide to call out.
Unidentified Analyst: All right, thank you. Super helpful. And then just one more CCC payments is an important long term opportunity. And what are some critical milestones that we should be thinking about in 2024?
Githesh Ramamurthy: I would say for 2024, it’s just continuing to expand the solution set and making sure that the customers that are starting to pilot are feeling good about expanding on the pilot and starting to roll that out, as well as expanding the solution set itself that we offer. So we don’t have specifically a in February this needs to happen. We do have a bunch of internal milestones, but by and large, that’s kind of the overall pattern.
Unidentified Analyst: All right, that’s great. Thank you for taking my questions.
Githesh Ramamurthy: Thank you.
Operator: Thank you. One moment, please. Our next question comes from the line of Arvind Ramnani of Piper Sandler. Your line is open.
Arvind Ramnani: Hi, thanks. Thanks for taking my question and phenomenal set of results. I had a question on some of the progress you’re making both across your new logos as well as sort of like, some of the cross cells that are existing. Typically, who are you replacing on these boat cohorts both with existing as well as new logos?
Brian Herb: Yes, I can start and then Githesh you can add the color, I would say, on the new logos Arvind, if you look at the three points, it’s largely going to be in the repair facilities. That’s the biggest contributor of our new logos and it will be replacing other solutions that are in the market. Some will be smaller shops that hadn’t used electronic software for estimating are now moving from pencil and clipboard to software. So it is a combination. But out of the new logo, the repair facilities is the largest part, and then the second is the part suppliers. And then we do have some smaller insurance, more kind of small regional players that we do pull in under new logo as well. So it is broad based.
Githesh Ramamurthy: And just to remind you, also Arvind, most of our focus is really on delivering a lot of new solutions to our existing customers. That’s what drives 80% plus of our growth over the next several years.
Arvind Ramnani: Terrific. And then as you come up with these new products, or even take existing products and kind of enhance it, there’s a significant value you’re generating for your clients. And some of that may sort of like, kind of deciding how much of value do you occur to your clients or how much of value you keep to yourself by increasing prices. How is the calculus on that? Like if you’re adding whatever, like 100 points of value to your customers, do you kind of just give up all the value to them or do you all keep some sort of pricing power as you come up with more innovative solutions, particularly that’s built around AI?
Githesh Ramamurthy: Yes, I would say for the most part, our focus has really been for every new solution, the ROI needs to stand alone. So that’s really what we look at. Right, so every new solution that comes out, it adds a tremendous amount of value. I’ll give you a very small example. Take something like engage. That solution is used by one-third roughly a third of our repair facilities. Two-thirds of our repair facilities have not adopted the Engage solution. So by adding Google appointments and adding other capabilities, other functional capabilities to engage where people can drop in an appointment off hours, that just drives the adoption of engage from about makes it even more palatable to those customers. As we enhance that package to be able to go from one-third of our repair facility customers to address the other two-thirds who are not using Engage.
