George Kurosawa: Got it that makes sense. And then just on the updated guidance obviously flow through, you know, mostly upside for quarter, but you know thinking about the back half the year maybe a very slight tweak down maybe just any puts and takes and how you’re thinking about the rest of the year?
Eddie Capel: Not a big change. I mean, Dennis obviously highlighted the FX challenges. We’ve already seen in Q1 since we did our budgets and put the plans out. That was just a little bit disappointing, frankly. It’s not a material change. We made it clear that we’re only going to provide our annual RPO guidance. Now, we did say for the year that our growth would be at about $360 million in RPO growth, $90 million a quarter. In constant currency, we did $97 million in RPO growth for the quarter, so kind of a little bit ahead, again, constant currency-wise. But no material change in, and I look forward for the year at the moment.
Dennis Story: George, we like to under-promise and over-deliver, so there’s not a material adjustment in the back half of the year.
George Kurosawa: Got it. Makes sense. Thanks for taking the questions.
Eddie Capel: Sure thing, George.
Operator: Our next question is from the line of Dylan Becker with William Blair. Please proceed with your questions.
Dylan Becker: Hey, gentlemen. Great to connect to you. Appreciate you taking the questions. Maybe, Eddie, starting with you, we’ve talked a lot about, kind of, the continued investment and innovation and what that can create from a cross-selling perspective, given kind of this cloud migration, can unlock some of this. I wonder how you were thinking about the like blueprint phase and the importance of that dynamic of services in not only getting the customers live, but maybe giving like a bit of a peek under the hood and maybe a strategic source of helping inform some of those R&D or kind of platform investment initiatives as you work through some of this transition as well?
Eddie Capel: Yes, there’s no question. I mean, one of the sort of secret weapons of our company is that services business, from the perspective of being shoulder-to-shoulder with our customers, you know, understanding what market trends look like, understanding what their specific needs look like, and informing, you know, our product roadmap as we, you know, as we go forward. Now, on a more near-term basis, also no doubt is where, blueprinting and designing, maybe it’s a WMS or TMS, an auto management system, as it’s being deployed, it’s quite helpful to have the full portfolio available to us. So we can guide and maybe help our customers understand the benefits of a fully unified product portfolio.
Dylan Becker: Got it. Okay, that makes a ton of sense. And maybe kind of sticking with that theme from a kind of an adjacency perspective, as you migrate more of these customers and consolidate kind of more of these systems around that idea of unified commerce. How should we think about the opportunity for data monetization or embedded analytics use cases and things of the like? I know there’s, kind of, some embedded benchmarking today, but maybe connecting data and workflows, what unlocking automation can mean for monetization given these systems that have historically been so disparate? It seems like it’s kind of an incremental unlock opportunity?
Eddie Capel: Yes, for sure. I mean, obviously we’ve got a lot of analytical power in our system. We’ve got a lot of very valuable data and we’ve got a lot of analytical power and tools that we provide to our customers as you point out embedded in our solutions. And cross-sell and up-sell for us is certainly the name of the game. We’re pretty clear about that. You know, when we sell solutions to our customers, we’re very open with them. Hey, we would like the opportunity as the need comes up to help you with all of your supply chain needs, kind of end-to-end. And the unified platform that we have certainly helps enable that. We believe the bridges to get from one of our solutions to another is much shorter given the technology underpinnings that we have, the zero data replication in terms of transactional data replication that’s required. It makes it smooth, it makes it seamless, faster, and of course, a lower total cost of ownership.
Dylan Becker: Great, thank you for that. Appreciate it.
Eddie Capel: Sure thing, Dylan.
Operator: Thank you. Our last question will be coming from the line of Blair Abernethy with Rosenblatt Securities. Please proceed with your questions.
Blair Abernethy: Thanks, and thanks for taking my question. Just following on the last line of thought there, Eddie, on the migration to the cloud as you get the whole more and more of your customers’ data flows, workflows and data flows related to those in the cloud? Are there other opportunities there for you to partner with other outside parties to help the customer leverage their data more?
Eddie Capel: Sure, yes, always. Obviously, our I’d say our principle data partner and technology partner is Google, who I think everybody knows is pretty powerful when it comes to a combination of analytics, data leverage, generative AI, business analytics, of course, BigQuery, and so on and so forth. And they’ve done some really clever work in enabling their customers and our joint customers to be able to monetize the data that’s inside of that system. And we get the benefit from that as well, as we put together at cross-sell and upsell opportunities and roadmaps with our customers and prospects.
Blair Abernethy: Great, thank you. And just Dennis, one quick one for you. I missed the early part of the call, but I’m not sure if you talked about the hiring environment at all, sort of, how your retention rates are going and your hiring plans for 2024?
