I think by and large, the opportunity to bring Global Payments product and capability to EVO markets is greater than I envisioned at the time that we announced the transaction, going on a year ago today. I would say secondly, the embedded opportunity around some of the multinational customers that EVO has been able to win in discrete markets and the ability to expand relationships them in other markets, I think is a nice tailwind for growth for us as well, and I’m particularly excited about the ability to tap into some of those opportunities, again leveraging our UCP platform to deliver ubiquitous processing and acquiring capabilities to some of these larger customers in more markets, obviously, than EVO has been able to do historically. Then lastly, I think as we dug in further into the B2B opportunities and the software that EVO brings to bear, the relationships they’ve had, I think again we’re more bullish the opportunity to grow and scale the B2B side of the EVO business, more on the acceptance and AR solutions side of the B2B offering by, again, aligning that with capabilities that we have inside of Global Payments.
I think streamlining the go-to-market around B2B, leading with those software solutions and obviously monetizing payments as a part of that sale, I think again end of day, there’s probably greater opportunities to grow and scale the B2B side of the business than I anticipated when we announced the transaction. That’s really on the revenue side. Maybe I’ll let Josh chime in and just give his perspectives on the expense side as well.
Josh Whipple: Yes, thanks Cameron. Look – what I would say is after the first 100 days, and I think as I said in my prepared remarks, we’re trending very, very well as it relates to synergies. We expect to go ahead and realize about $35 million in cost synergies in 2023, and I would say that we have very defined executable plans in place to go ahead and achieve the $125 million that said at the outset of the transaction, and I would say by the end of 2023, we’ll probably have 50% to two-thirds of those synergies executed on an annualized basis. I couldn’t be more delighted just with regard to the overall integration and what we’ve achieved in the first 100 days. It speaks volumes to the team that we have here at Global Payments, so trending right in line with where we would expect it to be at this point in time.
Cameron Bready: Yes, and I would just conclude, Bryan, by saying it’s still early in the transaction. We’re really only a quarter in, but we’ve got a pretty good track record of exceeding expectations that we set around synergies for these transactions, and sitting here today, I don’t have any reason to believe this won’t be another opportunity for us to do that. Obviously we’re sticking with our results–our expectations for now, but I’ve got a lot of confidence in our team and our ability to outperform over a longer period.
Bryan Keane: That’s great. Just as a quick follow-upon the profac model, is there an advantage or competitive advantage that GPN has versus the market, or is this kind of where the market’s moving and everybody will compete the same in this profac model?
Cameron Bready: Yes, look – I’m certain other people are going to look to provide a similar type of model in the future. I do think one of the distinct sort of advantages we have is scale. I mean, there’s not many players out there that have over a billion dollars of revenue through a partner integrated hand hold. There’s not that many players that have the scale that we can bring to bear across the operating and compliance and regulatory management and software side of integrations, that I think we can bring to that equation. I think certainly the scale that we bring and the capability we bring is clearly one differentiating factor. I think the second differentiating factor is the number and the breadth of commerce enablement and other solutions that we can bring to bear on those relationships.
