Joshua Reilly: Got it. And then sales and marketing was up about 2 million quarter-over-quarter this year in Q2. While last year it was up about 10 million, sequentially. Should we read into anything around the pace of investments in sales and marketing slowing a bit while you increase more in investments in product and R&D continues to increase. Do you need to get some of these new products out? And then you’re going to reaccelerate investments in sales and marketing after that point in time? Thank you.
Chad Richison: No, I would say, we saw some efficiencies in sales and marketing. And as we’ve mentioned on previous calls, at some point, you get to hit the point of diminishing returns. So, I think you saw big increase last Q2. This second quarter wasn’t quite as large and some of those are also timing quarter-to-quarter. But I don’t think we’ve necessarily pulled back on sales and marketing. We didn’t pull back on sales and marketing to invest in R&D. It’s just where can we get the best returns?
Operator: The next question will be from the line of Steve Enders with Citi. Your line is now open.
Steve Enders: Okay, great. Thanks for taking the question here. I guess maybe to start, now that you’re opening up into the 10,000 fee customer range, does there need to be any change in the go to market to go capture some of those more enterprise focused accounts and any areas that may needed to be built out to be able to get into those customers?
Chad Richison: No. I mean, our marketing efforts are a little bit different. And answer to the question on the sales motion. No. I mean, back in the day, I mean, every client’s different, but today, employees are the same. I mean, it’s just what we’re dealing with. There’s no such thing as a large market employee versus a small market employee. They’ve got all have perfect payrolls and what have you. And so our approach to selling because we’re selling one system is very similar. The prospecting methods, meaning the methods through which you go to get appointments are they’re a little bit different in how we’re doing that, but not unlike how we’ve been doing it with companies that have 10,000 employees already. So, I wouldn’t say it’s much different than what we were doing there, but and it’s a little bit different if you’re trying to get into a company that has 250 and employees, how you’re getting in there to be able to make an impact.
I mean, there’s a lot of companies that will listen to you, but we’re looking to meet with the decision makers and buyers. And again, employee advocates are helping us. Three or four years ago, we had zero employee advocates. Today, we continue to cultivate advocates of our client employees who use our system and then go to other companies and bring us in. And so we’re still having a lot of success with them.
Steve Enders: Okay. Gotcha. That’s helpful there. and then on the international expansion, good to see the entry into Canada and officially announced. How should we be thinking about the pace of further country openings and I guess any initial learning’s from entering Canada and have the platform performed there that could be applied to some of the other countries that you’re targeting here?
Chad Richison: I mean, it gets easier as you do more countries because you run into crazy things in each country. I mean, every country operates a little bit different. There’s countries that their year runs April 6th through April 5th. You know? there’s countries that you don’t reconcile attacks at the end. You got to have a stamp in the beginning. So, we’re running into that with all countries. We do continue to spec them out and we’ll have about couple more significant countries this year. I’ve mentioned on the call not long ago that we believe that about 20 countries will represent most all the opportunity that we’ll need for the US based clients. Not all, but most all.
