So that’s a big part of the strategy, and we’re starting to see that part of the strategy to be realized. And then finally, we did some work internally looking at nonbillable roles and seeing how we could improve our efficiency of kind of billable to nonbillable rules. Those are the three things that we’ve been working on as an organization over the last kind of two to three quarters to kind of affect what we expect to see in the back half of the year. And it’s an area that we’re paying a lot of attention on as it’s embedded in our guidance and as part of how we think about our execution for the year.
Operator: Our next question is from the line of Ken Wong with Oppenheimer.
Ken Wong: The first one for Mike. I couldn’t help but notice that your customer commentary sounded a bit top-heavy with the migration of a Tier 1 go lives with Tier 1s and Tier 2s. Is that just simply kind of just convenient timing in the quarter? Or are you seeing greater conviction from some of your largest customers?
Mike Rosenbaum: Yes, super question. I mean, I guess you have to say, just based on the duration of deals and the duration of projects that sometimes the order where everything lands, right? That’s half of the answer. But in general, and I wouldn’t say that this just applies to the Tier 1s. Our confidence is building. I think confidence in the market is building generally. So I’d give ourselves a little bit of credit for that in addition to just maybe this is the quarter where we saw this type of demand. I think we are — I think 31 production customers now is a pretty good milestone. I think dealing with the dealing with all of the work, the project-related go-live work, I think successfully getting these programs live. I think it’s very, very helpful.
And I think that, that’s only going to help us going forward, build confidence with the top end of this market. And I just think especially as it relates to the customer base, we traditionally have been more focused and more successful with Tier 1 and Tier 2 insurance companies. So all strategies of the platform and the approach to our cloud strategy was to ensure that we invested enough to provide a service that they could to — and I think that you can see that starting to come out in the quarter results. So I’ll chalk it up to a little bit of both.
Ken Wong: Got it. Fantastic. I appreciate the color there. And then, Jeff, just diving into the subscription gross margins a little more. I believe you mentioned a kind of a new arrangement with a cloud partner. Just wondering, was that the bulk of the uptick from Q1 to Q2? Or how should we think about what the right quantification of that benefit was?
Jeff Cooper: We’re seeing — there’s a variety of things. There’s been a big emphasis in terms of our engineering team. We kind of — we went through a phase where we were 100% focused on making sure that the product works and making sure that we were meeting the needs of the customers. And we are now thinking through more strategically how we make this thing more efficient over time, right? And so I think we’ve seen that — seen some benefits there. We really — we entered into a long-term relationship with our cloud service provider — that does include some incentives and pricing incentives so that we saw some benefit there. We think about our business on an through a very annual lens many times. And when we look at this year, we know that there is some work that’s required to get our customers from some of the earlier ski slope releases to the later ski slope releases.
