Greg Randolph : Look, the reality is we are seeing improvements every day in the approach we’re taking to laser focus on serving our customers and delighting our customers, as Andrew said. And I think, that the changes that we made going into the third quarter to focus our teams in the markets that are best applicable to where they focus. For example, if you remember from last quarter, we separated the sales organization, both PSS and the commercial sales team. But within the commercial sales team, we also separated enterprise from what we call long tail, which is really the volume and velocity business. Thousands of customers, thousands of transactions where we have experienced recent increase in churn. By dedicating that team solely focused on the volume and velocity business, this long tail business, we’ve already seen size signs of better visibility into where we have risk improvement in recovering some of the churn that had been identified.
And more important building out a more strategic plan going into FY ‘25 that not only protects that base of revenue, but creates a growth engine for that aspect of our business. As you know, in enterprise software, you can’t treat a $15,000 transaction the way you treat a seven-figure transaction. You can’t treat a multi-billion-dollar company the way you treat a $400 million company. So, we’re approaching those markets differently with different DNA with a different daily approach. And we’re starting to see signs from that approach. But the thing that Andrew mentioned in his opening remarks are that you’ve got a commitment from the top of the organization to get super involved in every customer who has some level of dissatisfaction. And Andrew and his leadership has created an atmosphere within this company to let make customer success the number one priority when it’s all said and done.
So, we’re just getting started. We’ve been at this for 90 days. We’ve seen significant improvement. The organization is rallying around this mindset and we’re expecting to continue to see improvements as we continue to roll out the plan that we’ve articulated.
Unidentified Analyst : And then just a question on bookings, and I’m just sort of reading, reading the tea leaves here, were bookings actually up year over year in the quarter.
Marje Armstrong: If we don’t report bookings and or year-over-year growth of those, but overall bookings are under pressure this year. We are encouraged by the better execution and better results than we anticipated. But again, we don’t give specific guidance on bookings and your trends there.
Unidentified Analyst: Thank you, very much.
Operator: I would now like to turn the floor back to management for any closing remarks.
Andrew Appel: I thought I would just close with a couple of general messages that are very similar that we are sharing with our colleagues, which is: One, I see myself as an operating execution-oriented growth CEO. So, I am in every aspect of this business focused on the lighting clients. I was going to say on churn. It is never gone until it is gone. I will fight for every penny. Same thing with making sure we delight clients and implementations. Our goal is that they are leaving feeling like it’s on budget, on time and they are excited with the work. I am bringing I think this operational discipline, frankly, that three of us are bringing to this organization will have an immense impact. It has just been a missing. And it is a natural that when you grow through 14 acquisitions that you don’t have that level of operational disciplines to look at every single item as if it is your own.
Treat it like it is your own money, and you will treat it differently. And treat those clients like you want to work with them for the rest of their life and then the next life. So, the third point, I think, at the foundation of every great company are great products. That’s the foundation. I have often said it starts with not losing the existing clients, but the way you do that is by delivering exceptional products. And I think, as I have reflected in three months I have seen here, we have great products, products that are highly competitive in the marketplace. No product is perfect, but from external advice, we get pretty good ratings from the products. The three of us are joined at the hip. Greg, myself, Marie, Paula, and the ELT joined at the hip.
Very focused. You heard Greg say it more times than I said it, that we are about delighting clients and it is not that complicated. We got to win new clients, keep the ones we got and make sure that, when we win them that we deliver our solutions excellence. And to do that, might think about the word collaboration. When you are in a business and I have been in B2B all my life. So, I know that, since you are 32 of serving businesses and the only way you serve businesses with — you act like one team all the time, you collaborate and you collaborate to delight clients. And so, we all watch a lot of NFL. It takes a team to win a game, and everybody has a role to play. And so, I am feeling good about the first three months and I think we got a lot to do, but I think you should leave the call knowing that, you have folks that are laser-focused on making this a fantastic company through operational execution.
I mean, I am looking at spreadsheets of clients. It is like, oh, $5 at risk. You sure? I will call them. Why not? So, thank you.
Operator: This concludes today’s conference, and you may disconnect your lines at this time. Thank you for your participation.
