Chad Bennett: Yes.
Marje Armstrong: Just to add to that, we talked about the sort of $2 billion white space analysis that we undertook as a company, really led by our product team in close cooperation with our commercial and finance. And, that kind of ties back to what Andrew said, which is we have a clear plan by industry, by product now in terms of how to reactivate the cross-sell motion and really utilize our wide product portfolio instead of just focusing on a few products as well and sort of have a path to growth from all the products, especially making it very, very detailed through this $2 billion white space analysis that we now have and are really operationalizing and holding people accountable for internally.
Chad Bennett: Got it. Great color. Thank you.
Operator: Up next is Andrew Obin with Bank of America. Please proceed.
David Ridley-Lane: Hi, this is David Ridley-Lane on for Andrew. Before the BluJay acquisition, which you opened, gross retention was 95%. Is that the right goal for the Company as it is today?
Marje Armstrong: I would just start and maybe Andrew can add some color on his vision. But, I would say that we don’t provide specific guidance obviously on our retention metrics or anything like that. But, we have stated we are committed to getting back to double-digit topline growth. That will be by reducing churn as well as getting bookings back to our potential and where we were previously and above. But, I would say that we have very detailed working plans again, by cohort, by product, how to think about churn and retention. And, the goal is to get it to well below where we historically were. And, the overall client-centric no churn mindset is really what I would say Andrew has brought to the table and is operationalizing throughout the organization. And, I think it’s really felt and the accountability is building all around and it’s a very, very important driver for our growth going forward.
Andrew Appel: Yes. I mean, look, the only thing I would add is having spent a lot of time looking at churn. My mindset is no client should ever want to churn and the only logical reason they do is they either get bought or they disappear. Now, the rest is under our own control. That’s all. So, what that means in terms of a number, I don’t know. I just I’ve seen it. I’ve worked I led a company for nine years, and basically, that’s when we lost clients. They disappeared or they were bought, wanted to blow them.
David Ridley-Lane: Got it. And, then as a very quick follow-up, I guess, given your commentary on churn continuing to be elevated in the first half and then improving in the second, are you expecting full-year churn to be about similar with last year because you were kind of seeing churn get worse as you went through fiscal 2024?
Marje Armstrong: Thank you for the question. As you know, we don’t specifically report churn or guide to it, but I would say directionally how to think about it is that we plan to lower churn year-over-year when you’re looking at this year.
David Ridley-Lane: Okay. Thank you very much.
Operator: Thank you. We have reached the end of the question-and-answer session. This concludes today’s conference and you may disconnect your lines at this time. Thank you for your participation.
