Matt Cain: And Taz, we actually want that when we’re building programs and incentives to get customers started. One of the friction points that we have in landing new logos with the enterprise business is trying to find the exact sizing that customers are going to commit to knowing that applications are dynamic and people are picking us because we’re a platform. You know with Capella, we can remove that friction entirely. Just get people going and then they can you know add credits or you know go with the pure consumption model. So we anticipate that and if anything, I would expect it continues to come down as we add more volume. That’s not to say that they’re expected value or potential of spend is any smaller. It’s just the efficiency of landing them and getting them going.
Taz Koujalgi: And then, follow-up to that, Matt, if you mentioned in the call that you’re seeing some customers this quarter, consume ahead of their commitments or credits. Anything that was done this quarter to, I guess, capitalize that? Do you think anything in the go-to-market to make, customers, I guess, consume faster or use their credit faster? The reason I’m asking is one of your peers who had earnings last night spoke about how they’re changing their go-to-market model, in certifying their salespeople to sell not on a commitment, basis, but more on a consumption basis to drive consumption faster so that people don’t just buy the credits and keep them unused. So anything that has changed on your go to market side to, I guess, make customers consume faster?
Matt Cain: Look, if I were to talk about operational capabilities that we’ve matured dramatically over the course of this fiscal year, certainly the last six quarters, it would be on managing consumption, providing incentives throughout our go-to-market engine everything from quota carrying salespeople, SE resources, professional services, customer success in aligning to customer needs and being very aware of consumption. Certainly, we want to be prepared if people in rare circumstances are consuming below where we need them and adjust that and help them with the deployments that they anticipated. Maybe surprising, but a big part of that is understanding where customers may be running hotter than we think they need to and getting ahead of that so we don’t end up with a customer relationship issue.
So, the level of operational investment we’ve put there in systems, tools, process and people, consumption can be complicated to manage, but I think we’re leaning into that complexity and feel pretty good about the operational rigor that we have in place to manage that as we go forward and the subsequent incentives, which for me we’re in the business of satisfying customers and we want to make sure that we’re helping them with their business strategies and making sure that Capella and Couchbase are a big part of that. Getting consumption right is certainly an important variable.
Taz Koujalgi: Just one follow-up if I may. I think last quarter when we look at the number of new logos added overall and number of new logos that for Capella, Capella had a higher new logo adds. I guess you were saying that I think, you got the benefit of migrations of workloads from enterprise to Capella, so that’s why the Capella number was higher. This quarter, I think the new logos and, Capella new logos are almost the same. Is it fair to assume that the migration activity from enterprise to Capella was a little lighter this quarter versus last quarter?
Matt Cain: No. I think something might be getting lost in the takeaway there. I mean, we mentioned we’re over a 5th of our customer base. Greg can talk about the quarter-over-quarter Capella growth, but again it was the majority of net logos. We saw a healthy number of migrations. I think all of that is up quarter-over-quarter. You have the specifics?
Greg Henry: Yes. I mean this quarter that the Capella customer count you know, grew by more than 25% whereas last quarter it grew by 20%. So we’re accelerating the pace of Capella customer adds. Both that’s inclusive of both migrations and new logos. So we feel very good about it.
Operator: Our next question comes from the line of Howard Ma with Guggenheim Securities. Please proceed with your question.
Howard Ma: Great quarter, guys. I guess just the dovetail off of Taz’s last question. When we think about the sales and market efficiency levers for Capella, where is the sales force in terms of efforts focused on migrations versus acquiring new deal logos? And that’s it for me. Thanks.
Matt Cain: Howard. Look, I think we’re appropriately balanced to do our jobs as salespeople here we need to be taking care of our existing customers, growing those accounts because of the platform that we bring. That’s existing applications, net new applications and then obsessing over adding new customers. You can appreciate that we have a fairly mature go-to-market model on any given rep may have a little more focus on an existing account. We have reps sort of almost entirely focused on new. But if we look at the collective army of field resources out there, there’s not a moment that goes by at the Company that we’re not obsessing over both. I think one of the things that’s fantastic about Capella is, we not only talk exclusively about new logos, but new applications and our ability to win new apps both in new logos and in existing accounts is better than it ever has been.
