But that’s really the one. So there isn’t a whole lot of savings as those people go transition to all the new business that we’re winning. So it’s not OpEx savings per se, but that did lead to a decline in revenue, which I guess, wasn’t part of your question but I answered it anyway.
Jeff Van Sinderen: No, no, no, that’s good. And maybe this is a good point to just kind of transfer the discussion over to the new business that you booked. It sounds like you’ve got some pretty substantial new wins there. Maybe just talk about when some of those new contracts are going to come on board and then kind of the outlook there, what you’re seeing in new business so far in Q3 and how it’s looking for 2024?
Jonathan Huberman: Sure. So first off, the number I gave you is year-to-date. So it’s more than just Q2, the $27-plus million. But that said, it really — the new business started coming in for the most part towards the end of Q1 and throughout Q2 and into Q3. The — a few of them, not many, but a few have already come online, just started over the last month. So we’re starting to get those. But the bulk of it will come on in Q3 and Q4, we expect all of the business won to date to be live before the end of Q4. And then the second half of your question, how do things look. We still have a significant amount of pipeline that we’re working for — to sell this quarter now and into the future.
Jeff Van Sinderen: Okay. Great to hear. I’ll take the rest offline.
Operator: [Operator Instructions] Our next question comes from the line of Jack Vander Aarde with Maxim Group.
Jack Vander Aarde: Okay. I appreciate the update. Good to hear you’re on track to — with the continued streamlining of the business and you’re going to exit. It sounds like a positive EBITDA, at least at an annual run rate. So I guess my question would be in the press release, you indicated you’re experiencing win rates of 80% on new proposals for the CaaS service business. That’s sounds successfully strong. So I guess the obvious question is, is this sustainable? And then what is kind of the key to this level of win rate success? Is it the quality and cost efficiency of the platform? Or is it more of like low-hanging fruit relationships and whatnot? Just curious what your thoughts there.
Jonathan Huberman: I don’t think it’s low-hanging fruit, though we’ve been there previously if it had been. I think it’s a combination of a few things, I’ll share as soon as I come up with. I think the first thing is a broadening and narrowing of our focus in two different ways, broadening beyond fashion, which historically fashion and accessories had been the vast majority, if not the entirety of what the company has been targeting. We realized that the opportunity is much, much larger as evidenced by all of our new wins outside of that space. So that’s one element of it. The other is really focused on people who could truly benefit from what we offer. And while it’s a very large set of people, it’s not everybody.
And I think focusing on the folks who can really take advantage of what we do has helped us get to win rate. Obviously, if we’re putting spaghetti against the wall, you wouldn’t have an 80% win rate. So I think that’s another element to it. Sorry, do you want to add something?
