Scott Wagner: Yes it’s Scott, let me do the second part of your question first. You’re 100% right in frankly how the whole industry has worked in terms of demand and workload on retailers and what it means. And broadly part, a big focus of what we’re orienting towards doing is not just from an economic standpoint, but it’s really business practices and workflow with retailers to lean in and make that better. And so one example of us doing that with a retail partner was some pricing action we’ve done with Walgreens for a month where there was a whole set of drugs that Walgreens wanted to particularly emphasize and spike. And so we helped them absolutely do that and that had a meaningful impact on both volume of drugs and the traffic that they were trying to drive.
There’s also offsets to that where certain things are with attention being able to help them manage margin. And this is where when I call it forever work earlier, building the tooling and both from an API standpoint and how we manage pricing and doing that in a real time basis with models is how this should work. And it’s not how it works today, but it is how it should work. And therefore we’re investing the time, energy, resourcing with our retail partners to get to that sample. I’m going to hand it off to Raj to answer the first part of your question.
Raj Beri: Yes, thanks, Scott. Yes, on ESI, we’re actually really, really happy about how the ESI rollout has gone. And we anticipate this evolving into a much bigger and broader initiative over time. You know, why we’re happy about it is, first of all, ESI is really happy about how it’s really beneficial to their members and their employer plans. And for us, this is really just incremental volume and incremental business for us and is really expanding our addressable market. And so this year we’ve been focused on successfully ramping the program out and we expect to be transitioning to a broader rollout in 2024. And what that means is, how can we work to get even more eligible members into the program and how can we work with ESI to optimize? Overall in terms of the financials, as we’ve mentioned before, it represents a tiny single digit percentage of our 2023 revenue. We expect it can be more and more material as we move beyond 2024.
Scott Wagner: There’s — so Scott, again, one point that threads between the two parts of your questions is the degree to which GoodRx adds incredible value to the system with insight into pricing and pricing and the dynamics across different drugs within a category. And it’s something where our reach and scope adds a ton of distinctive value in our ability both for PBMs and for retailers to match pricing strategy depending upon what they want to do. And so if you think about GoodRx relative to others in the ecosystem, part of what’s distinctive for us is our ability to do that, both with insight, with tooling, etcetera. And so underneath this comment of our ability to do it relies, frankly, a sophisticated team and one that we’re spending more time, energy, and resources on around pricing sophistication and the engineering to support this across the system.
Operator: Thank you. Our next question comes from the line of Jack Wallace of Guggenheim Partners.
Jack Wallace: Hey, thanks for taking my questions. I’m sorry, I came out here late, so apologies if these are, already been asked. Just quickly on the former advertising business, yet. It’s what you’re seeing so far in 4Q, in terms of seasonality of spend there and your conversations with Pharma clients, how should we think about the impact of some of the budget realignment that’s going on there impacting the business potentially next year? Thank you.
Scott Wagner: We’re deep right now in the planning for 2024 with RFPs and just discussions with clients and agencies. And so that’s happening really, as we speak. I think to what I said earlier from our standpoint, selfishly GoodRx. Those are opportunity is far more about just getting in front of the right people and designing and developing programs and getting them going in 2024. We’re still new enough. That getting the 1st, what I call brand brank, or the foundation within certain divisions of certain companies. It entirely is the thing that then lets us expand other brands. And so are where we are in our evolution of this is still go get more beach head brands. Access and awareness on those and then roll them out. So the nice thing is that that’s, we’re certainly always affected by macro and budgets, but really our ability to do that is mostly in our control.
Operator: Thank you. As there are no further questions in queue, I would now like to turn the conference back to Scott Wagner for closing remarks. Sir.
Scott Wagner: Hey, everybody, thanks for joining us. Thanks for the questions, which were great. We all appreciate it. Maybe to hit a couple of themes before we sign off. It’s nice that we have hit a really important financial milestone of year-over-year growth and are on a pacing to continue to do that. And our focus is on a set of priorities that are incredibly important for GoodRx, they match our value proposition and should have compounding benefit as we get into 2024. We will definitely both as we get into the year and on our next quarter calls give specifics around 2024 and we’re in the process of trying to set a date in the 1st quarter to have a more fulsome investor day with everybody. So, again, thanks for the time and we’ll talk to everybody in a couple months. Thank you.
Operator: This concludes today’s conference call. Thank you for participating. You may now disconnect.
