Prashant Kothari: Yeah. Hi. A couple of questions. One is, I mean, looking at the revenue growth guidance this year, it seems will be going maybe worse than the peer group that we track even in terms of the deciding on management compensation, how do we think about that? I mean are there things that we need to do in order to regain the kind of competitiveness in the market so we can continue to outgrow out there or do you think it’s all down to discretionary demand being weak and therefore, there’s nothing much that we can do and we just need to wait for the cycle to come back? That’s the first question.
Salil Parekh: So there, we have a view with our portfolio. There is a portfolio of services that works well with our clients. We absolutely have the intensity in the client environment with a large and negative wins to be back into the growth mode that we’ve been in for the last several years. We also have, as you know, a high base for comps. Q1 of last year was a 21% growth year-on-year in the previous year, whereas the environment of other peers were not there. So all of those factors coming into play. We are very much of the view that we have what we need and we are continuing to go into new areas like generative AI or continued investments in cloud to build out what we want, what our clients are looking for to continue with the growth situation.
Prashant Kothari: Okay. Thank you. So if it is kind of more about the external to figure out this week discretionary demand phases kind of come to an end?
Salil Parekh: So internally, we have several elements we look at. These are not typically data we share externally. But in terms of the overall sort of translation of that is what we translate into the guidance there.
Prashant Kothari: All right. Yeah, which is presenting a bit of a big picture as of now. All right. Okay. Thank you very much.
Operator: Thank you. The next question is from the line of Bryan Bergin from TD Cowen. Please go ahead.
Bryan Bergin: Hi. Good evening. Thank you. I wanted to ask on the margin expansion program. So I understand this is a two-year initiative. Can you give us a sense of materiality to just how are you thinking about the potential cost savings or an approximate margin expansion potential that you expect to achieve from these pillars?
Nilanjan Roy: Yeah. So we can’t really quantify it. These are five we’re seeing critical track pricing and a more holistic sort of value-based selling approach. That’s a big one. We know from a pyramid perspective, we have a lot of scope as well. We understand the generative AI and our ongoing automation projects, which we have, that continuously and actually with generative AI, we think we can up the productivity from baseline even more. Some of our portfolios in our mix, how do we improve margins that who are dedicated [indiscernible] team looking at these accounts. And finally, the embedded cost side and how do we keep the cap on that, looking at more efficient buying, procurement savings, et cetera. So it’s a quite a holistic approach, like I said, across 20 tracks. And these are bringing fixed cost. I can’t quantify the number at this stage. But like we said, aspiration continues to be to improve our margin in the medium run.
Bryan Bergin: Okay. And then my follow-up, I understand you’ve got a lot of questions here on the fiscal ’24 growth outlook. Just trying to clarify maybe here and maybe tie all these questions together. Is it right to say that at the low end of your ’24 growth guidance that you’re assuming a worsening of volume reductions and a worsening of decision making pace for the balance of the year? And then at the upper end, that the decision making improves? Just trying to really get to the point of are you assuming more of the same in the improvement or further deterioration within this range?
