Eric Remer : Well, I think payments — and the reason we continue to iterate that and discuss it in our — both in the call, we’ve done in several quarters past is when you look at the $10.9 billion we’re currently processing versus close to almost $100 billion opportunity that we have, we’re at the very, very early stages of the opportunities. And we’re creating the building systems and infrastructure, as Matt talked about, creating products to make that a — not a onetime uptick, but really an ongoing opportunity for us. And we think about the ability to outpace, we don’t necessarily look at it like that. But I do think on a general growth standpoint, sure, our payments will outpace our technology from a growth standpoint.
But we do believe market technology is solid, will continue to scale. But the opportunity to scale payments even beyond what we’ve scaled it today we think is a very long-term opportunity. And the benefit of that as that actually happens, the margin profile of both of those businesses are quite different. The stickiness of both opportunities with distraction, as we’ve shown both on the slides and connected, increased ARPU, increase the stickiness, increases ultimately NRR. So we kind of feel very confident that, that motion that we’re pushing towards, not either or but really and, will provide more value going forward. And Matt?
Matt Feierstein: No. To your point, massive runway opportunity in payments and the the change in unit economics of a system-of-action customer with embedded payments is such a potential difference maker from an ARPU standpoint and from a retention standpoint that — obviously, that’s why you can see we’re over-indexing on investments there.
Unidentified Analyst: That’s very helpful color. I appreciate that a lot. Maybe if I can just follow up with one quick one. You mentioned cost control. Sounds like it’s going to be a big focus if the growth side remains under a little bit of pressure in the near term. And you called out a little bit of a hiring freeze in 4Q. So I’m just curious how you feel about your capacity today from a sales and marketing perspective and sort of how you see that trending over the course of the year.
Eric Remer : I think we have the infrastructure in place to manage the campaigns we want, but we look in terms of bringing things back based on certain economics. It’s really some of our spend. And we have the ability, as we said before, to really bring that up or down based on the market conditions. So I think our ability to kind of press that down as we see things — the market is increasing, allows us to kind of move swiftly with the market. You talked about our margins. I mean when we went public, we talked about a long-range version in that 25% to 30% EBITDA margin, and we still believe strongly in that increased operating leverage over the next several years.
Unidentified Analyst: Great. Thanks guys.
Eric Remer : Thank you very much, for question.
Operator: Our next question comes from Matt Hedberg with RBC Capital Markets.
Unidentified Analyst: For Matt Hedberg. Thanks for taking our question here. A follow-up to the payment questions and then a very helpful discussion in the Q&A here on payments. In the prepared remarks, you talked about expanding the payment team to drive adoption. Maybe where is some of that plan focused? Is it more around integrations on the product side or simply expanding reach and coverage?
Eric Remer : Yeah. Thanks for the question. It’s actually on both pieces of that puzzle. So we are expanding the team to allow us to embed more places within our ecosystem, but also the actual expertise to make sure we’re providing best practices at every touch point. As you can imagine, we have — with the amount of customers we have, the amount of customers we’re acquiring and the touch points we have, it’s really making sure that we utilize the experts that we have. And remember, one of our solutions which was paid simple and I would kind of call it EverCommerce Payments, we’ve been running that for 16-17-plus years. And so we have a lot of expertise making sure we beef up that team with the leadership as a great leader share of that organization to make sure that each of the solutions that we embed our payments in that we are integrating that in a way that it’s going to provide the best value to the customer, the best work close for the customer and also the best ability for us to adopt that customer as a payment — utilizing our payments.
