So, you’re talking at least 10 million to probably 15 million of revenue synergies from the EVO business once we’re able to get up and running with respect to the various levels of revenue synergy activities that I talked about earlier in my prepared remarks. So, we see good potential to drive incremental revenue in that business. I think increasing their revenue growth by a point or two on top of what they’re already doing is a good target for that business. And obviously, we’re very confident over a period of time that we’ll deliver on that, if not more, once we’re able to light up all those opportunities.
Ramsey El-Assal: Got it. Okay. And one follow-up for me. Could you give us an update on value-added services and how that part of your business is evolving? I’m just curious how important value-added services have become to things like either new sales or retention? And how like attach rates are trending?
Cameron Bready: Yes. I would say, it’s an incredibly important part of our strategy, as we talked about back at our investor conference a little over a year and half ago. I think as I look at it, there’s clearly an element of attracting new merchants to our portfolio by virtue of the breadth and depth of capabilities that we bring. I think there is a retention element in terms of being able to deliver more product and capability and differentiation to our customers by virtue of the value-added services we’re able to offer. And I think thirdly, on the integrated side, we’ve seen great success in retaining partners and bringing in new partners at what I would consider to be relatively attractive referral rates largely based on the portfolio capability that we can bring to bear on their customer base.
So, we offer much more than the pure payment experience that a lot of integrated providers are able to offer their customers. I think the breadth of value-added service we can bring is a differentiator in terms of working with our integrated partners, and it’s been a big reason we continue to see the strength in that business that we have over the last many quarters. So, it’s an increasingly important part of the value proposition that we’re delivering to our customers. It’s an important part of the growth profile over a longer-term period. And again, I think we’ve done a very good job of utilizing the capabilities we have to drive differentiation and distinction in the market. And it’s even more important as we look at markets outside of the U.S. Bringing some of the capabilities that we have in the U.S. to markets like Central Europe to the U.K., Spain, et cetera, drives even greater levels of differentiation relative to what others in those markets can offer today and they’ve been a significant tailwind for those businesses as well.
So, long-term, it’s an important part of our strategy. It’s why we spent so much time talking about it at the investor conference, and it’s something we’re going to continue to build on as we move forward in time.
Ramsey El-Assal: Thank you so much.
Cameron Bready: Thank you.
Operator: Thank you. Your next question is coming from Bryan Keane from Deutsche Bank. Your line is now live.
Bryan Keane: Hi, guys. Good morning and congratulations, of course, to both of you guys. Just thinking about the merchant margins, they were up 80 basis points, I think, last year, and they came in more flat in the quarter. Anything to call out in the quarter in particular and even before we integrate EVO just thinking about organic margin expansion opportunities in the merchant segment?
