Peter Benevides: Yes. So I can take that one. I’d say that the sequential growth in NRR is predominantly being driven by multi-module adoption in particular Pay. And then to a lesser extent, what I would say is the durability or stability in digital ordering. Typically, Q3 is a slightly higher quarter for ordering as compared to Q2, just as you kind of migrate into the more — into the colder months. So we tend to see slightly higher order volumes in the third quarter as compared to the second quarter which was the case. But as I think about that in contrast to multi-module adoption and pay adoption, that really is the big driver and the continued progress we’re seeing in NRR.
Clarke Jeffries: All right. Peter, very helpful. And then the second thing is just reflecting on Pay as strategy and it seems like a lot of the commentary around emerging enterprise. It seems like you might be entering a phase where you could see emerging enterprises have off-premise and on-premise payment processing that could put them at a much higher multiplier than say, a large QSR that might be only taking rails or ordering. And so the question is really, when you think about the locations of the brands being added, do you have some emerging enterprises that have eclipsed some of your large QSRs just in terms of those module adoptions. And when we think about the business going forward, are you reshaping how the revenue is composed based off of those factors?
Peter Benevides: It’s a great question, Clarke. And I would say internally, something that we have been thinking through as a management team as well. And what I mean by that is when — as we have solutions for both card-not-present and card-present processing, it somewhat changes the way we think about ACV or ARR on a brand level basis. It may give more emphasis to an emerging enterprise brand, for example, that does really high volumes and has really high GMV collectively at the brand more so than their enterprise counterparts that may have more locations but in aggregate, does less GMV. So I’d say it’s certainly something that we’re thinking about, certainly as card-present starts to enter the market. Just that shift in mindset to say it’s really about GMV and going after the largest pools of GMV, not necessarily — which may not necessarily correlate to the brands with the highest location count.
Operator: There are no further questions at this time. I would like to turn the floor back over to Noah Glass for his closing comments.
Noah Glass: Okay. Well, thank you again for joining us today. We’re honored to be a mission-critical platform for the restaurant industry and to serve as the engine of hospitality, helping restaurants drive sales, do more with less and make every guest feel like a regular. Thank you, Team Olo, for your hard work and execution in Q3. We have miles to go before we sleep.
Operator: That concludes today’s conference. Thank you for joining us. You may now disconnect your lines.
