Mimi Carsley: Sure, Cris. So I think the drivers of margin expansion are similar to what they’ve been historically. You have the tailwind of the on-premise to cloud migration. We expect after that, there are also be people leapfrogging to the public cloud. So even though we’re at roughly 70% on the hosted environment, there is more it’s just has been a stable clip every year of continuing and Dave talked about some of those wind counts of continued migrations. And then some of those people will migrate to public cloud and then will leapfrog straight to public cloud. So that certainly at attractive margins. I think some of the things we’re doing around the development approach will also lead to margin savings using the origin and tech modernization, common components, common workflows, common testing, Greg’s organization has done just an amazing job to think through really streamlining that our approach to engineering and I think that will also lead to some longer-term benefits for our organization.
I would also categorize, like, the current, call it, last, you know, couple of years and next couple of years is, a rebuild in terms of setting us for the future. A lot of the development work we’re doing, a lot of the infrastructure work we’re doing, even on Culture and Development, I think about my own team in finance putting in some tools and systems that will allow us to support the business as it scales. So, I think those investments will eventually kind of tail off now and will go to zero. Now we will continue to invest in cyber and security every year to fortify our infrastructure and that of our clients, but I do think in general, we will start to flatten out on some of these, but some of it is a question because we do have a lot of third-party relationships and so not all of our costs are within our own control.
So that is sending a bit of a headwind in the near-term and unknown in terms of, like, the longer-term on that.
Cristopher Kennedy: Great. Thank you. And then, Dave, just a longer-term question and it wasn’t really discussed at the Investor Day, but talk about Jack Henry’s potential role within the business-to-business payments market and kind of what the assets you have and what your strategy is. Thank you.
David Foss: Yes. So thanks, Cris, and I – many of you know that that’s a topic that I’ve been really interested in for quite some time. It was one of the reasons for the Payrailz acquisition. It wasn’t a driver certainly but because Payrailz had that technology included, no customers live, nobody up and running, but it is an opportunity I think for us in the long term. So as we look at that business and I’ll ask Greg to chime in here and describe a little bit more, but the key thing for me is, as we think about that business, as we move into that business in the future, we want to make sure that it’s a business where we can work through our customers, not compete with our customers. Meaning, go to a bank or even a Credit Union for some of these smaller institutions that are bank by Credit Union, go to the bank and work through them to serve their small-medium business customers with that type of technology and I’ll ask Greg to clarify some of that or chime in.
Gregory Adelson: Yes, sure. So there’s a couple of things. So one, as Dave mentioned, we do have some assets today that give us a little bit of opportunity in the B2B space, but to your point, Cris, this has been a strategic endeavor of ours. We’re actually very close to releasing some key assets that we think are going to be part of this strategy, we’ve been building some things in the background. So we’re not ready to fully unleash it at this point in time, but I can tell you it is top-of-mind and we think much less Dave just described that the way we will be able to do this is through the institutions, you’d leveraging some of our digital tools, some of our payment assets, and things like that that have already been created to go out into the market. So, there’ll be more news on that in the upcoming months.
