And I would put one caveat is like I don’t know if you’re interested. But we do actually believe that getting people together is also important. And so what we’re trying to do is gravitate hiring and people around hubs and creating sort of reasonably complicated schedules around ensuring that people have opportunities to get together, collaborate in person, but also then go back to their home offices and work individually. And we feel pretty good about that sort of balance that you, I guess, call hybrid work these days. And we feel good about it, and I think that confidence is reflected in the real estate strategy.
Rishi Jaluria: All right. Got it. That’s really helpful. And then, Jeff, we talked about subscription to support gross margins. I want to ask about services gross margin. So I appreciate you gave us some color and expecting it to return to profitability in the back half of the year. I guess, number one, can you help us understand what are kind of the drivers to get that business on kind of a profitable basis? And maybe number two, just philosophically how we should be thinking about longer-term gross margins within services and how you’re balancing treating as a cost center versus maybe wanting to generate at least a decent profit given it is a pretty significant part of your business. And a lot of other vendors in the space maybe do get some level of profit off there. Maybe some color there would be helpful.
Jeff Cooper: Yes, sure. Thanks for the question. I think our services organization is a highly strategic asset for Guidewire. And as we were embarking on the initial part of this cloud transition, we knew that there was a lot of uncertainty that our customers had about the path of going to Guidewire Cloud. And we’ve leveraged our services organization in a variety of ways to help our customers get comfortable with this shift. And some of that came through arrangements like fixed bid arrangements. A big area of anxiety is the overall cost of getting from point A to point B. And some of that was around rolling out some discounted rates as a result of we’re still learning a little bit on how these will play out and may not be operating at efficiency in terms of our billing activity in terms of getting people from point A to point B.
And you see that a bit in our margins as we’ve invested alongside our customers to help them get comfortable to make the shift to the cloud. We’ve learned a lot over the last two or three years, and we put in place kind of a multipronged strategy to bring that business back to where it has been historically where we’re no longer kind of using that as an asset for us to get business over the line. The product has come a long way and certainly delivers and stands on its own two feet in that regard. And so — and the main area of that what we’re seeing in the back half of the year is a lot of these fixed bid arrangements that we had worked on and been executing on are coming to completion. We’re finishing those projects. We are also actively been working on a multi-quarter strategy to bring in entry-level hires train them up and have them replace fairly expensive subcontractors and we’ve been utilizing subcontractors at much higher levels than we had historically.
