So the quality of approach start turning on. Now incentives, it’s certainly a very different disposition than regular account management or the account performance itself. It’s very much driven by incentives on the performance. Now I’m very excited about it because I like to see when people put more bets aligned with the company, so they would like to get rewarded, with my executive team and board is something you guys never like this stock-based compensation, I see salespeople have – they always put more emphasis on their reward on the performance of their accounts. So again, please join us on the 16th, we’ll do more. But I just feel much more attached. I mean, I love my old experience with the big companies like HP and Philips, and I’ve seen some amazing people in the hardware business, but we’re not in the product, we’re not in hardware.
And I see that level of quality is coming back.
Maggie Nolan: Thank you. See you soon.
Leonard Livschitz: Thank you.
Bin Jiang: Thank you, Maggie. Our next question comes from the telephone line from Ryan Potter from Citi. Ryan, please go ahead. Ryan, can you hear us? Okay, not sure about the technical issue from telephone line. Let’s switch to the next analyst. Next one is from Puneet Jain from JPMorgan. Puneet, please go ahead.
Puneet Jain: Hey, thanks for taking my question. So Leonard, can you talk about like the potential of 28 new enterprise customers that you added this year? Looks like these are large companies, but is the scope and nature of work any different from what you would have done in the past? And should we expect like maybe higher contribution from such clients than typical 85/10/05 model?
Leonard Livschitz: Well, I would not run ahead of the numbers, right? That’s expectations. Remember I mentioned before we knew that – we need to make sure that the programs are performed, right? So we have more client commitment to us and we have a higher commitment to the clients. But it means that the deployments of the projects are longer and the performance of these projects is required. ‘The proof in the pudding’ – not everybody will survive. Obviously, there are some people who are a bit also jittery about technology now. Again, in some cases, we go with our partners. We want to make sure our partners also sustain their value. But in many cases, our clients look at Grid Dynamics what I always dreamed about. Okay, well, if you come with a partner, but what’s your point of view on the world?
And we make an agreement that it’s a Grid Dynamics business. We’re obviously going to promote where we came from, but we’re building much more comprehensive roadmaps. So I will not promise you that next quarter, I can definitively say that all 24 or 20 clients will be there. Expect some level of incrementally, because there are too many of them, very good ones. But I would say that mid-next year, I think the contribution will grow. Now that’s the 10%, remember, it would not be the 5%. It would be based on the recent acquisition, which has to be. Because if you really think about it, it is 85 will not anymore. We had one year of stagnation, right? So we’re going to maintain the same course. We’re going to go on much slower and ramp up when things become more aggressive.
So it’s the combination of the technical capabilities, technical pre-sales, programs with the clients, and the relevancy of the logos – that should give us the boost of this middle to recent clients to be able to achieve this desired two-digit plus growth, as we always expected from ourselves.
Puneet Jain: Got it, no thanks for explaining that. And many of your peers have talked about seeing margin headwinds from pricing and wage inflation dynamics, which could potentially continue into next year? So can you share your thoughts what you are seeing at your client base?
