From a partner perspective, I don’t think we’ve externally reported in our partner mix. It’s a partner touched, it’s a meaningful minority of our business, in terms of directly partners sold, that’s a little smaller. I think both of those need to grow meaningfully. We don’t have — I alluded to this in my comments, just as one example. There’s a big opportunity to embed our market-leading signature agreement workflow products directly into third-party products. We do some of that today, but we’re not set up well to serve developers today. So we’ve got a couple of quarters of work to do to really provide a world-class set of componentized tools that allow developers to pick and choose from all the things we have to create the most compelling agreement experiences inside of their products.
That’s going to be a really important growth driver. But I’m not going at this time to comment on the exact magnitude.
Operator: Our next question is from Kirk Materne with Evercore ISI.
Kirk Materne: Allan, I was wondering if you can just talk about sort of the industry strategy or the vertical strategy, both in terms of what you’re doing with the sales organization, meaning are you going to turn some of that sort of industry focus over to partners? And, is there a way to build more sort of industry functionality into the product. So, it’s just product led in that respect. I was just kind of curious if you could talk about the strategy on that basis. Thanks.
Allan Thygesen: Yes. It’s a great question. I would say we’re at the earlier phases of our verticalization strategy. We’ve long had a special suite of tools for the real estate industry. I think they are best-in-class and we’ll continue to tweak and improve on that. More recently, we’ve done some, I think, really nice work, for example, in the healthcare space, where we’ve added some compliance with a variety of federal regulations that enables our products to be used for healthcare applications, and that’s driven some really nice growth. I think we have opportunities and this is an active part of our product planning to basically have our products sufficiently componentized that we can easily create custom workflows that are tailored to individual industries.
So, I mean, obvious example, if you have something for mortgages, it’s not that different from a loan application, it’s not that different from an automotive car purchase. And those are all sectors that we already have business in and where I think we have opportunities to create deeper vertical agreements. Another example is government. And so, we have big opportunities in the government space as well. But I’d say we’re — we’ve got some work to do to really fully capitalize on the verticalization opportunity that you alluded to, which I totally agree with.
Operator: Our last question is from Jake Roberge with William Blair.
Jake Roberge: Allan, you’ve talked a lot about the reoptimization of those R&D resources. Is that more about going deeper into some of your less mature products that have big opportunities like CLM, or is it about building the self-serve and more frictionless e-signature capabilities that you’ve talked a lot about? And which of those opportunities do you see the larger — see being larger as we move forward?
