Neil Dougherty: Generally uncancelable without significant penalty would be the last part of that I would make. And from a delivery schedule, you could think of them certainly beyond six months or they’d be within the standard, but you can think of it as in the case of a lot of the aerospace defense kind of 12 months, some of the auto ones are 18 months or more because they tend to be even longer types of programs for us to deliver. So as we mentioned in the prepared comments, some of these deals are scheduled for revenue recognition out in 2025 upon delivery of the complete project to the customer.
Rob Mason: Understood. And just as a follow-up. Satish, the — certainly ESI Group, certainly makes sense from the standpoint of moving upstream and staying very close to R&D and into simulation. But I’m just curious how do you think about the opportunity set beyond kind of core electrical engineering customer base, this is around more physical test. Do you start to — it was ESI unique in that regard or do you start to look more broadly at things outside of electrical engineering test?
Satish Dhanasekaran: Yeah, Definitely, the — when we look at the entire system simulation emulation opportunities, what you really need is the ability to simulate very complex interactions or physical electrical and software capabilities. So again placed to the system strength that the company has, so having these assets in the company will allow us to identify new use cases and serve them differentially which I think puts us in a very unique spot given our entire portfolio and test now mirror it with the strengthening portfolio and design. I think we see this as a very unique positioning for the company, one that aligns with our software-centric transformation that we’ve been on. I also think that being a European asset, obviously a French asset has been in France, there is more opportunity with our US base of customers to really focus this go-to-market motion and accelerate growth and create greater value.
Mark Wallace: I would just add one thing to the exciting part is the alignment to the verticals, automotive, aerospace, defense, it’s broadening our footprint and broadening our value to these important customers.
Rob Mason: Very good.
Operator: Our next question is from Atif Malik with Citi Research. Your line is now open.
Adrienne Colby: Hi, it’s Adrienne Colby for Atif Malik. Thank you for the question. I wanted to ask a clarifying question on orders, you had commented that the 15% decline in overall orders was heavily influenced by China. Just hoping you could clarify what you saw in the Americas and Europe if you were seeing improvements in the rate of year-over-year declines there?
Satish Dhanasekaran: Yes. I think I’ve mentioned — Adrienne, hi, a good question. Our Americas business grew quarter-over-quarter — in Q3, and Europe was stable.
Adrienne Colby: And sorry, was that sequentially or year-over-year?
Satish Dhanasekaran: Year-over-year.
Adrienne Colby: Thank you. And then I just wanted to ask with regards to the long-term strategic multiyear engagements, you’ve been speaking about. Can you comment on how much of the growth in orders is a factor of up-selling or expanding some of the existing agreements versus new agreements? Just trying to get a sense of the number of customers that are falling into this category, if that’s growing.
Mark Wallace: Yes, Adrienne. I think it’s a combination, as I mentioned before, these strategic first-time wins with the automotive OEMs into themselves are long-dated and enlarged. And through the process, we work with the customers to up-sell and cross-sell capabilities and then get more visibility across other parts of the groups as they’re oftentimes organized or across the ecosystem as well. So I think the way to think about it in its simple terms is these longer-term programs are about as strategic as we can get with our customers. So it opens up new opportunities to sell, including software and other aspects of delivering value services, et cetera. So we’re excited about it and we’re looking forward to continuing to deliver through these vehicles.
Adrienne Colby: Thank you.
Neil Dougherty: Thank you, Adrienne.
Operator: Thank you. That concludes our question-and-answer session for today. I would like to turn the call back to Jason Kary for any closing comments.
Jason Kary: Hey, thanks, Cole. And thanks everyone for joining us. I’m going to turn it over to Satish for a few closing comments and then we’ll wrap up the call.
Satish Dhanasekaran: Yes, thank you very much. I know we discussed quite a bit today, but I want to leave you with some — few important takeaways. First, we’re executing very well, maximizing our performance in the near-term and we’re tracking to deliver 7% EPS growth with 1% revenue growth this year. Solid profitability in the business and you should take that away. Second, we have strong differentiated portfolio that’s aligned with multiple end markets and customer priorities and this will continue to enable us to outperform, both in the near-term and will go stronger as market conditions change. You see the differentiation in our portfolio reflected in our ability to maintain strong gross margins in our business in these conditions.
