So that’s an inviting change, it’s not projects, it’s programs. But it puts more responsibility on us. And that’s where, again, Anil says like one quarter at a time and we have a few more weeks this time to talk because we want to make sure that those programs are financially successful. And I mentioned before, as you see Brian we really play a much more deep dive on the sustainability of those relationships, it’s very important that it’s not just give a few people and hope for the best. I think there’s much more sustainable analytics beyond the relationship.
Bryan Bergin: Okay, that’s clear. Thanks, guys. See you in a couple of weeks.
Leonard Livschitz: Thank you.
Bin Jiang: Thank you, Bryan. Next question comes from Maggie Nolan from William Blair. Maggie, your line is open.
Maggie Nolan: Thanks. Hi, Anil, hi, Leonard. I wanted to dig into that more positive outlook comment as well. I’m curious if there’s any nuance between how you’re looking at Europe versus North America, maybe over the next couple of quarters, just given that Europe is becoming a larger part of your business.
Leonard Livschitz: Yes. So we still have pains in Europe. There are – there’s always a cycle, right? And so we put a lot of more investment into U.S. too, because it’s a larger portion. We’re investing into Europe, but I would tell you that I will grant success when we are going to be significantly diversified from UK. You know, again, everyone can say the good thing and a bad thing, right? So we love our UK clients but it’s also is similar to the distribution of the business in the U.S. in the early days, right? So we are now working with an automotive supplier, a manufacturing supplier, insurance companies, those businesses, which will make it much more distinct in terms of their position in Europe. So some of the projects in Europe were a bit rolled off, some new projects started.
But I would say that there’s a little bit of uncertainty. Of course, the political situation, the Middle East, in addition to Eastern Europe puts a little bit extra pressure, as well. I’m positive, we just came back from Europe. We met quite a few customers. I’m positive on the growth, but I would be a little bit more caution on the near-term growth in Europe compared with my more bullish positioning on our main clients in the United States.
Maggie Nolan: Got it. That’s helpful. And then you’ve made some recent investments in the sales force. Can you just talk about how you’re incentivizing wins at existing clients versus new logos, particularly in this type of environment? And then in general, just how the integration of some of those new hires is going?
Leonard Livschitz: Okay, very good. So again, I invite you and hopefully, the snow will chase you to New York. But I mean, and at the Investor and Analyst Day, in addition to a great spiel about technology, we will talk about the other aspects, and the sales is not the least right. We actually have a quite good representation of sales. Salespeople, in my opinion, and I’m not going to take the whole story of this. You know they’re divided by hunters and framers, right? So the people who work on existing accounts and we’ve done quite well in existing client relationships, we could have done better and we’re doing better, but spring into the new clients and expanding new clients and positioning that’s a new – that’s something we invested in – and we recently brought in our head of the hunting sales in the United States and that has started picking up, as well.
