Rick McConnell: That’s a great question. So, I would tell you that the linearity for our business actually kind of came in roughly in line with what we thought when we started the quarter. So I’d say, no real change. I will €“ having said that, I will say that, as we mentioned in our prepared remarks, that there is no doubt that the current macroeconomic environment has certainly resulted in more budget scrutiny, and therefore, kind of sales cycles are certainly elongated, but I would say, not materially different than they were in the second quarter. And so, our linearity kind of came in line with what we thought. And going forward, we kind of expect similar elongation of sales cycles. I will say that the demand environment is quite healthy.
Our pipeline is healthy. I think our coverage is healthy. I actually think that now that we’ve been dealing with this for a few quarters, our sales team is much better at kind of responding and forecasting the business. And so, we have pretty good visibility and pretty good comfort kind of in our guide.
Sterling Auty: Got it. Thank you.
Operator: Our next question is from the line of Keith Bachman with Bank of Montreal. Please proceed with your question.
Keith Bachman: Yes. Thank you. I was going to ask two, if I could. One, I wanted to see if you could revisit on the intent and how it might manifest over time of the change of pricing in packages €“ packaging, rather. Bundling has been done for years and years and years by many large organizations to try to gain share of wallet. But maybe describe, you said you’ve had success. What are some of the attributes of that success? And what do you hope this accomplishes over a longer period of time? In particular, I am just hoping to get some more granularity on how this enables you to mix up, so to speak or gain incremental share of wallet?
Rick McConnell: Sure, I’ll take that one, Keith. So our DPS pricing model, which is €“ I imagine what you’re referring to, we got, as I mentioned, approximately 100 customers or so on DPS. It tends to be our largest customers. They are all multi-module or virtually all multi-module and what they are wanting to do is they are wanting to have more flexibility in scaling up and down workloads and frankly, adding and subtracting modules in a very fluid basis. So what we have in DPS is essentially a committed model, but it enables a spend across multi modules and multiple workloads. And that’s precisely what we’re trying to do. That model enables us to, therefore, remove friction in the selling process. And rather than having to go back and for example, into a customer and selling AppSec, in many ways, a DPS customer would already own AppSec.
They only need to deploy it and turn up that workload whenever they’re ready. So it really does create more fluidity in the selling and deployment process, and that’s precisely why we see it as an ARR accretive model.
Keith Bachman: And just to before ask my next question, do you have any evidence on kind of what that does to your net retention rate? I mean, is it too early to know? Or does it take your net retention rate to 30% or something along those lines?
Rick McConnell: Retention rates, ARR, all of the metrics point positive with DPS deployment. Now some of that is probably biased by the fact that these are our largest customers. The ones who see Dynatrace being more strategic and so therefore, it’s probably a bit conflated in fairness, but it is a very positive set of metrics that we see in DPS deployments.
Keith Bachman: Okay. And moving to my second question, you talked about your second kind of strategic areas, real-time data process, getting into log management and analytics. Could you just describe where you’re having success in that area? In particular, what are you displacing in order to generate that success?
