And it’s just a general level of prudence across the sales force around deal cycles, deals being longer and we are expecting that. They are starting to reflect that in kind of the close rates and when they think things will close. And so, as you can imagine what that means is you need to have good coverage, you need to have good pipeline and you need to have good win rates. And I would say all of those things look quite strong. And so, the area we are being prudent on is close rates. But I would say, we certainly have a good funnel, a good pipe and good coverage. So, there is more than enough to be able to offset possible kind of deals pushing from one quarter to the next.
Mike Cikos: That’s great color. I really do appreciate that, Jim. And if I could just have one follow-up for Rick. But coming back to Grail, just wanted to see, is there a way to compare how that €“ I know that there is the underlying technology and you have like log analytics and management sitting there. You announced power analytics. What are the adoption trends you are seeing or the customer reception versus maybe prior product launches? And really, what I am getting at is if we are talking about DPS and this bundling approach for your largest customers, is it fair to assume that newer product launches, like log analytics or power analytics, as an example, shouldn’t we assume that they can potentially scale faster because DPS is enabling that greater flexibility for those customers?
Rick McConnell: We certainly hope so. We certainly hope so that is the expectation around DPS is that it enables full module deployment. That includes infrastructure, which is where log management and analytics typically would sit. So, that is precisely the opportunity ahead. We did talk about a six module deployment in the prepared remarks, which included Grail. And that’s a great example of enabling precisely that motion, Mike. So, we feel very good about where we are with Grail. As I mentioned, we have more than 160 POCs that are currently out there already, many paying customers that have converted those orders. It’s very, very early in the Grail deployment, as you know, we just jaded in October. So, it’s still new, and customers are still testing it. But we are very pleased with where we are in Grail at this point.
Mike Cikos: Prefect. I will turn it over to my colleagues, but I really do appreciate the answers. Thank you.
Operator: Thank you. Our final question will be coming from the line of Adam Tindle with Raymond James. Please proceed with your question.
Adam Tindle: Okay. Thanks. Good morning. Rick, I wanted to talk about growth for fiscal €˜24, where Jim talked about expect one-third new, two-thirds from customer expansion from a mix perspective. On the expansion piece, you also talked about how budgets right now are generally pressured, their scrutiny. It’s got a tight budget for existing customers, but we need to get a lot of growth from expansion with those existing customers. The two-fold question, one, how do you cultivate growth with the existing customers given that budget scrutiny dynamic? And two, maybe why not pivot more to new customer growth in fiscal €˜24 as a better vector? And I have a follow-up. Thanks.
Rick McConnell: Well, the €“ I think the opportunity, Adam, is in both areas. And we focus on both of them equally. We need and want to close new customers. We also want to expand the existing workloads. And if I look at net expansion opportunities with the existing customers, there are a number of different areas. One is the expansion of existing workloads. So, of an existing workload, I am adding capacity and those tend to be a fairly normal order cycle. Then you have new modules. Well, this is where DPS might come in or partner selling could come in to expand those sets of capabilities as well. And then you have other adjacencies, AppSec, Grail and other areas as well that are significant opportunities and/or for new applications.
