Jay Kreps: Yes. There wasn’t anything where it was like preventing us from winning, if that’s kind of what you’re getting at, where it’s like a, we can’t land this customer without this. We feel like stream processing is incredibly important to us strategically over the long term. So it wasn’t like a defensive move, like, oh, if we don’t have this, we’re not going to be able to continue growing, based on Kafka. We’re not going to be able to continue winning customers. What we felt was, there’s an opportunity to go after something that could be as big as Kafka and has a very similar trajectory, has an extremely high attach rate to Kafka itself, and fits into our kind of overall vision. And where we could get really some of the key people who had helped drive it forward as part of the company, and that was kind of too good to pass up even in a tighter environment where we’re being thoughtful about each dollar.
Jason Ader: Thank you.
Shane Xie: Thanks Jason. We’ll go to Raimo Lenschow with Barclays first, we’ll come back to Deutsche. Raimo, go ahead.
Raimo Lenschow: Hi, thanks for squeezing in. Can I follow on there Jay a little bit — like you’re all trying to get to the bottom of same-story. If you think about what you’re selling, it’s very mission-critical, like these are kind of proper projects. You don’t do this for fun. But I also really —
Jay Kreps: It’s fun.
Raimo Lenschow: What are you seeing in the — in your conversation with clients about like a — that need that urgency to do things. And I had one follow-up for Steffan.
Jay Kreps: Yes. I think that one of the things that’s really an asset to us in times like that, this is exactly what you said, right? And I think that shows up in the gross retention. I think for us, it’s also showed up in the consumption. Like we’ve seen consumption against commitments to track really well. So the projects are going forward. People are kind of getting the value out of it. But I think each of these projects now gets more scrutiny, and that is a drag on doing business. And it shows up in a bunch of different ways, whether that’s pressure on the kind of analysis of TCO and ROI whether it’s kind of the shift of projects around within organizations, I think companies are just putting more scrutiny on everything they’re doing and that impacts us.
But — yes, I think it’s a huge asset to serve production use cases, which are, in some sense, a direct part of how the company grows, operates, makes more money. And I think that’s one of the good things about the streaming area.
Raimo Lenschow: And then one quick follow-up on more numbers. So if I think about the — you kind of moved to the profitability goal one year forward, which is kind of a big change and it takes a lot of effort from the organization. Can you talk a little bit about the compromises you have to think about there? Was that certain growth projects you kind of maybe kind of deemphasize? It doesn’t sound like it’s the sales force getting impacted. Like, just talk a little bit about like the puts and takes you have to kind of go through to get to that because that’s quite a big effort. Thank you.
