I think it’s becoming a little bit more deterministic by using the stochastic processes on the large models. So we do believe that internal productivity increases, but our focus is on experimenting the models, also on code substitutions and the ability to implement the, independent software vendor products into the major stream.
Bryan Bergin : Okay, that’s clear. Thank you.
Anil Doradla: Thanks, Bryan.
Bin Chiang: Thank you, Bryan. Our next question comes from Ryan Potter from Citi. Please go ahead.
Ryan Potter : Yeah, hey guys. Thanks for taking my question. I wanted to start on pricing. I was wondering if you could give some color on how pricing trends have kind of evolved over the past few quarters. Are clients pushing back more on price, or is it becoming more of a paring criteria in the new logo wins? And have you also seen any increased adoption of your fixed fee or pod models? Yeah.
Anil Doradla: Sure. Thanks for the question. Look, this is a question that we’ve answered in the past, and there’s no exception to that even today. Clients always want better price, right? I mean, that is always one of those internal themes. I think what we go back to every client is value per dollar spent, whether it’s on some of these cutting edge technologies, whether it is some of these difficult problems to solve. And time again, we prove ourselves to be a partner of choice where the value of dollar that they spend is high. Now, in the current environment, as we have macro headwinds play out, as we’ve seen in the past, if there is some incremental pressure with the clients, we have a talk with them on one-on-one basis. We have sometimes short-term arrangements where we accommodate some of their requests, and then we revert back to historical levels.
I would say that from a pricing point of view, nothing has fundamentally changed long-term. But in the short term, there’s a little bit of a give-and-take as some of our clients also face pressure, and we being good partners of them, help them out. I don’t know, Leonard, whether you want to add something.
Leonard Livschitz: Yeah, I think the color is probably on the back of the mind of all you guys. How are we dealing with the pricing coming out of India? Did I take it out of your mouth or I’m just volunteering too much? Because it’s no secret when you move your force from Central Eastern Europe and you scale India, the biggest question becomes, what’s your pricing position? Well, we’ve done a few acquisitions already. We’re expanding an existing team. I think we’re holding the pricing well, and this is because our teams are extremely well-trained and intervined. We hire good quality people intervined with European organizations. So we don’t necessarily run just projects from one region. We’re truly global, follow the sun strategy.
As we’re getting more and more involved with the Indian offices of our clients, which is, by the way, a great addition to our business, we’ll see how it’s going to hold. But we maintain the focus on hiring top people, creating the consultancy approach that all people kind of work the same quality around the world, and also maintaining the high quality of the interns. So, right now it’s fine. I think what Anil was telling you, it’s a generic trend, but I’m quite proud that we implement our GigaCube approach with the follow the sun very consistently across all the regions.
Ryan Potter : Got it. A follow-up on delivery and GigaCube, in the earnings deck, it looks like you added 5 additional countries to your delivery mix, like Spain, Portugal, Turkey, were these organic additions, or did they come through acquisitions? And then more broadly, can you kind of discuss your strategy around delivery expansion and diversification?
