Mike Rosenbaum: Yes. So that is a great business for us. We have a bunch of very happy customers in that segment, and we continue to make progress around what I’d say, slowly migrating that customer base over to GWCP. And we’ve talked a little bit about that before. So we still like eventually start to see real synergy between the two platforms. I’d like — the deal volume, the deal velocity there is not sort of multiples every quarter, but we do have a consistent pipeline and we do have a consistent plan. And most importantly, I think we do have a very strong and positive InsuranceNow customer base. And I really like the sort of growing synergy between the InsuranceSuite and InsuranceNow product lines where we’re looking at analytics use cases and like I already mentioned, platform use cases, that enable us to get a little bit of lift about the combination of both of those assets inside of Guidewire.
As you pointed out, it enables us to have a strategic presence down market, which I think is just strategically very important. I don’t want to lose sight of that segment of the market. And I think it enables us to do some interesting things a little bit more quickly than we might be able to do with the InsuranceSuite side of our product line. So that’s going very well for us. And so when you look at it from a fiscal year perspective, it’s easier than looking at it just every single quarter, quarter-over-quarter
Operator: Next question is from the line of Rishi Jaluria with RBC.
Rishi Jaluria: Mike, I wanted to start with you and maybe understand some of the news around the headquarter swap. I’m glad to see you’re kind of embracing the distributed work. I wanted to get a sense for how are you thinking about your own hiring and workforce philosophy in this environment, where you’re kind of finding areas that you think are worth investing in, maybe where you’re being a little bit more deliberate with headcount additions. That would be helpful. And I’ve got a quick follow-up for that.
Mike Rosenbaum: So I think first thing you got to recognize, and we’re certainly not alone in this that when we switch to completely from a work, we recognize that very sign we could be super productive. We could be very effective as a company in that environment. And that immediately causes you right away, we can hire people almost no matter where they are in the world. And so that pushed us mentally to think a little bit more globally. Now even before I even joined, Guidewire had two super presence in Dublin and Krakow Poland where we are doing real strategic product development or in both of those locations. We obviously had a distributed services organization. But in the past few years, we’ve added a significant amount of headcount in India.
And we are using that as a strategic place to add R&D resources. And we just continue to think that we will be more and more distributed, let’s say, as opposed to San Mateo centric. San Mateo, I think, will always be an important part of the company. But we are seeing just absolutely great work from our international teams and our teams outside of California. And this headquarters move is sort of an acknowledgment of that is we just had too much space here. and we weren’t going to grow into it. And the team was looking around at what they could do, and we found this opportunity and executed on it. I think it was just really well done. But I would say if you project out over, I don’t know, 4, 5 years, the strategy of looking for great people in different locations, regardless of sort of where they are, we’re embracing that.
