Clay Whitson: And I think courts are a big opportunity on top of utilities going forward.
Greg Daily: And yes, that can be huge.
Clay Whitson: Okay.
Unidentified Analyst: Very helpful. And then maybe just one more on the potential sale of the merchant services. I guess it seems like over the last couple of years being able to go in with a combination offering of know powerful software with embedded payments into a would run a little counter to then being looking to sell off the business. So I guess what type of stipulations or contractual obligations might you include in terms of keeping that the payments side of the business? It’s sold to a third party involved in kind of what you’re doing, maybe more importantly on the growth pipeline ahead? And then how does that change your go-to-market strategy if it’s not an internally owned merchant services attached to the software.
Peter Heckmann: Okay.
Clay Whitson: Great question.
Greg Daily: I’m glad it’s so let’s make it clear. We’re still in the payments business. We’re still selling payments every day through our software and public sector government on utilities, education and health care, we are selling everything else. So we’re keeping payments in our own software within public sector.
Rick Stanford: But if there was business that’s not in those verticals where that’s what we’re selling that a good way to think about it is we’re going to continue to sell the payments in our primary verticals once the sale is complete, then we’ll flip it over the fence for onboarding and support thereafter with the volume.
Clay Whitson: Okay.
Rick Stanford: But you’re right, we think our plans are prepared.
Greg Daily: Our plan is to go to market buying software companies and then cream on top is being able to sell payments into their installed base and new customers.
Unidentified Analyst: Okay.
Greg Daily: Thank you.
Operator: And now we have a question from Charles Nabhan from Steve and Charles. Please go ahead.
Peter Heckmann: Good morning and thank you for taking my question.
Clay Whitson: I wanted to follow up Pete’s earlier question around a potential deal and could appreciate that there’s a range of possible outcomes, but curious how we should think about the breakout of corporate across the and across the segments, as you know, corporate annual corporate expenses in the low 20 millions, we think 20% of that might be reduced with the sale of the merchant services segment roughly.
Rick Stanford: And that’s what we’ve had.
Clay Whitson: And that’s what we’ve identified so far, that number will likely in guidance over time as we examine it a little more closely.
Peter Heckmann: Got it. Okay, Bob, and good to see the strike in Manitoba has been resolved, but curious if you could quantify the impact that’s had on the financials thus far this year, speak to your expectations in terms of like getting things up and running again there as well as what that could mean for what that could mean for growth?
Geoff Smith: Yes, this is Jeff. So while the strike is over, the project has continued to push out as they kind of had to ramp back up and get people back to actually the table of stakeholders that reengage.
Greg Daily: So there’s three phases to it.
Geoff Smith: The second phase will go live later this year has been raised for the better part of the last year, but strength delayed all of that. And then the requirements for the third phase will begin built-out later this year. There won’t be a lot of revenue from that down until the following year, and they’ll trail out from there. It’s a meaningful amount of revenue that has pushed back out of this year from when we guided back in the fall? Yes, ballpark, just with that, what have you.
Peter Heckmann: Okay. And if I could speak, I could sneak in one more on any comments you could make on the vertical or channel exposure within Merchant Services? I know a chunk of it is restaurant, but any any color you could provide on based on previous disclosures would be, I think, would be helpful.
Clay Whitson: Well, we have what we think of as partners ISO.s and IS. V’s POS is a good portion of the business. We are a reseller of Aloha and we have our own proprietary POS system. I see that the is a good category, but those would be the biggest portions of it.
Operator: And our next question comes from Alex Mark Graf from KeyBank Capital Markets. Alex, you may proceed.
Unidentified Analyst: Thank you, and thanks for taking my questions here. Greg, just wanted to follow up on your earlier comment on kind of the the go to market thought process in the event of the sale of the merchant services business. It sounds like the kind of bottom line is little to no change. I’m just curious, categorically, are there any sort of dissynergies associated with that potential sale? I mean it again, it sounds like no, but just wanted to maybe put a finer point on that topic of synergies.
Greg Daily: There’s not I mean, obviously, 100% of our footprint focus on being on public sector, education and health care. And I think is a primary goal also. So a better balance sheet. I’m 100% focused on our software businesses, the merchant service, that’s been a great business, steady and plastic team, they’ve always kind of been separate from our software business.
