Richard Tse: In terms of capital allocation, clearly, you’re focused on sort of efficiency here. You sort of look at the stock and you sort of look at your cash balance, it’s just under $1 billion, would you ever sort of consider kind of a buyback program? It seems that as you get more efficient and you approach breakeven, that cash will get a bit of release. So what’s your thinking on that, especially given where the stock €“ where it is today here?
Jean Paul Chauvet: It’s something we continue to evaluate, the board of directors, obviously. We certainly still feel like we’re early in the journey here. We’ve got a growing part of our business on the merchant cash advance program that we’re leaning into, lots of growth opportunities, we still see, and hopefully, the macro environment will start to solidify at some point. These economic cycles do come and go. So, to date, we haven’t concluded to do anything specific there. But we will continue to evaluate it.
Operator: Your next question is from line of Koji Ikeda with Bank of America Securities.
Koji Ikeda: Wanted to ask a question on payment attach rates. Doing the math, it looks like it’s about flat quarter-over-quarter. Is that right? And I guess kind of thinking forward, how should we be thinking about payment attach rates over the next several quarters in a presumably tougher macro environment?
Jean Paul Chauvet: Payment attach rates, when we speak to those, that means how many €“ what percentage of our new customers take payments alongside the software when they buy it. I think, based on your question, what you’re probably referring to is how much of our GTV do we monetize through our GPV? And that continues to progress well for us. A lot goes into the equation when you divide those two numbers, a lot of mix things, both geographically and how specific verticals are performing at any given quarter. So you just have to be €“ there’s a lot of variability that goes into that when you start to divide those two numbers. Overall, what we focus on is our GPV and is it growing. And it’s up 75% year-over-year which is good, steady progress from our standpoint, and we’ll work hard to keep that going in the right direction.
Koji Ikeda: Just one follow-up here, if I may. When I look at the headcount reduction and the $25 million in annual savings, 300 people being affected, roughly shakes out to about $83,000 per employee. So with the prior commentary of 50% coming from managers of the headcount reduction, I was just looking for some more color maybe to reconcile the profile, the remaining 50%, what departments were affected there.
Brandon Nussey: I’m going to paint the story, just so we can understand it. If I’m selling seven products across multiple regions and each of these products I’m selling have many layers, have contributors, have managers, and then at the top, I probably have somebody accountable for this globally. And so when you go from, call it, seven to two, which is what we’re preparing to go for, as we go into the end of this fiscal year, you naturally just have layers of people in all groups that have been removed from the organization or replaced. And at the top, that means you need fewer leaders to run the business, and you have more accountability with fewer leaders and way less distortion in terms of focus points. So that’s really what happened.
