Vasundhara Govil: That’s super helpful. And if I may ask the follow up on Banno, I know, there are a number of new players out there that are trying to sell digital banking and to bank some of them who might be your core customers. But I was just curious, when you go to sell Banno, and it’s a competitive deal, like what sort of win rate do you see typically, for your product? And then have you started to sell Banno outside of your core base of clients already? And if not, what’s the roadmap for that?
David Foss: Yes, so I don’t think, Vasu, I can quote you accurately on what our win rate is. And I think pretty much every deal where we’re selling digital banking is a competitive deal. So I couldn’t quote you an accurate percentage as far as what our win rate. Win rate is, I just know it’s very high because Banno has this outstanding reputation. As far as selling outside the base, so, we’re from a technology point of view, we’re prepared to do that right now. It’s a strategy point of view that has kind of prompted us to back off a little bit. And I think I talked about this on a previous call. We see opportunities outside the base, as I said, from a technical point of view, ready to deliver outside the base. But we have learned that for some of our competitors are selling into their base, they perceive to be a real positive a real win, because it gives them a better solution overall.
And so we’re weighing the opportunity for us to sell Banno versus the potential negative for us in selling the core side. If a competitor says, oh, my gosh, wait, we finally abandoned in our base now. So our customers won’t be as likely to leave us on the core side of the business. That’s not necessarily a good thing for Jack Henry. So we’re being very strategic about how we position this and which core basis we go after. And I’d rather err on the side of making sure the strategy is right. And rather than just chasing after a few dollars that might damage us long term from a strategic point of view.
Operator: And the next question comes from David Togut with Evercore ISI.
David Togut: Thank you. Good morning. Dave, given you completed the transition of processing over the first data, which used in their back end for debit and credit card processing, are you able to leverage their capability at all to build out your credit card processing capacity to offset some of the shift from a debit to credit?
David Foss: Yes, certainly, we’re able to use that platform. And we already have customers in production on the credit side and customers that we’ve signed. But as I’ve highlighted and others settings it’s not a matter of going to a customer and saying, hey, we have credit, now you want to sign up, they have if they’re in the credit space, they already have an agreement with somebody. And so normally they need to allow that agreement to anniversary all step to buy the contract out. The other thing that I’ve been pretty transparent about on these calls, is we’ve been building up our expertise in the credit space. Credit is a different business from debit. We needed to literally hire people to sell, hire people to service, that side of the business.
And so we’ve been building up that capability overtime. So it’s combination of those things that has been kind of a slow roll for us as far as being in the credit space. But as far as being positioned today to offer credit when a customer is ready to get into the credit space. We have the programs, we have a sales organization, we have the technical abilities to deliver. And so it’s a matter of us finding those customers and converting them.
David Togut: Understood. And then on the tech modernization strategy, do you have specific timelines to roll out some of the key initial modules to clients?
