Cynthia Gaylor: Thanks for the question. So to be clear, in the outlook we provided, the most recent restructuring was not factored we were evaluating the scenarios for this fiscal year as part of our annual plan in areas that we want to invest in across the strategic priorities. But that wasn’t contemplated specifically at the time or baked into the outlook we provided. That being said, I think as we went through the process of the annual it was clear that we needed more room for investment across the key priorities. And as Allan articulated, the plan is to invest in R&D in particular and innovation and kind of shift some of the investments into that initiative as well as PLG self-serve. So, we were able to come a little bit above the outlook we provided.
If you remember in Q3 on margin, we said at the low end of our long-term target range, which is 20% to 22%, the long-term target range as a reminder, is 20% to 25%, and our guide for the year is 21% to 23%. So, we are going to be reinvesting, but we also increased the margin by a little bit.
Operator: Our next question is from Tyler Radke with Citi.
Tyler Radke: Just going back to the sales reorg and kind of the strategy moving forward and the move to a self-serve model. I was just wondering if you could elaborate on that and just kind of what your vision is for the Company? And where do you kind of make the threshold for when a sale becomes self-service? Is it — is it at a certain deal size, or maybe do you only have salespeople by industry or specialization, like CLM? If you could elaborate on that? And then, just a quick follow-up for Cynthia. Just given that we’ve seen a cumulative risk of close to 20% of the workforce. What — I guess, why wouldn’t margins be higher for next year? You did about 24% EBIT margin on a non-GAAP basis here in Q4 and I think that was without a lot of the benefits you’re seeing from the cost savings. So I guess, why wouldn’t we see higher margins in that next year, given 20% lower headcount?
Allan Thygesen: Yes. I’ll take the first one. So, just our go-to-market, historically, DocuSign has been very heavily focused on a direct sales motion for customers of all sizes. And we will retain direct sales as our principal go-to-market channel, and it’s a huge strength for the Company, and we certainly want to continue to improve there. But we feel we want to complement it in two areas. One is with the self-serve motion. And that’s not just for little customers. That’s for customers of all sizes. We just think that all customers appreciate an opportunity to self-serve for certain types of activities at all stages of their journey with us. And that — I’ll come back to that in a second. And then third, we are really focused on maturing our partner go-to-market where we can use distributors and resellers in some international markets, we can partner with ISVs to be directly embedded in their applications.
We have significant activity there, what can meaningfully improve. Let me quickly return to the self-serve piece in particular. I want to make sure that it’s clear, we want to stop treating digital and direct sales as separate channels over time. We essentially want to offer all customers the opportunity to self-serve if and when they wish. And I expect many customers will avail themselves of that. And then as a corollary, I want our sales teams to see the self-serve options as a positive complement to their activities. I think that’s what we did at Google, I think that’s Robert did at Atlassian, and I think that’s what a lot of companies that are natively digital in their motion do, and I think we have a tremendous amount of opportunity there.
So that’s our overall go-to-market plan. Cynthia, do you want to take the second half?
