Chaim Indig : So I don’t think I should answer your question, Scott, around have we been able to deploy new solutions, I’d say they’ve mostly been new solutions to our clients, but some of our newer products has started to get more adoption if they use some of the Change products for payment collections on the back end. And we’ve just prioritized making sure those clients get access to those products as soon as possible just so they could keep operating their business. But all in all, I wouldn’t say we built new products just for helping these clients, it’s mostly been accelerating rollout of certain products that have been built or being built for often years. And what was the other question? Scott, what was the other question? Change in payment?
Scott Schoenhaus: Just on the payment side, have you seen any behavior changes, I guess, over the last 3 weeks on the payment side?
Chaim Indig : No.
Balaji Gandhi : No. Nothing to call out. [Indiscernible]…
Operator: Our next question comes from the line of Jeff Garro with Stephens.
Jeff Garro: I want to ask about Network Solutions revenue in that business. And my rough math says Network Solutions revenue per visit was up about 5% in FY ’24. So I want to see if you would call out any key driver among mix, pricing or adoption to drive that per visit growth. And also to put a strategic lens on it. Any comments on what the runway is for Network Solutions to continue to create additional value for your life science partners?
Chaim Indig : So we think it was a mixture of all — I would say probably a mixture of all of the above, Jeff, that drove continued success and a lot of that was investment in product and execution of team and thoughtful use of the network. We do expect our life sciences clients to be a driver of our success moving growth moving forward.
Balaji Gandhi : Yes. And Jeff, I think you could actually go back to one of your earlier questions, I wish I could remember who asked it. But I think I really talked about just the power of the network being bigger and thus providing the right relevant content to the right patient, and we have a lot more opportunities to do that. And a lot more brands and I think we put in our slide deck, we’re working with over 90 brands today.
Jeff Garro: Appreciate that. Great to see the additional value being driven across a bigger base of visits on the network. And maybe to follow up a little further on this [indiscernible]. You’ve given the SDR count and talked about the kind of priorities there. But maybe you could talk a little bit more about your investment in sales and marketing in Network Solutions. Is there incremental investment there? And how should we think about the ability to work with more brands and create and drive cross-selling of more products?
Chaim Indig : That — our life sciences go-to-market team is — they’re rock stars. And we expect to keep investing in them. And they have — frankly, they work hard, they’re fun, and we expect them to continue to be a growing part of our organization, but we also expect to keep getting significant leverage off those organizations, both our provider and our life sciences teams. We’re proud of them. They’re doing really well.
Balaji Gandhi : And Jeff, I mean, let me just point out that, that team, the revenue associated with that area was sub-$20 million the first year when we went public, and our entire sales and marketing expense that year was $32 million. So I mean, the investments have been made. To Chaim’s point, we’ll continue to do that, but significant ones have been made.
Operator: Our next question comes from the line of Ryan MacDonald with Needham & Company.
Ryan MacDonald: As we think about the focus on more profitable prospects, is there any portfolio management going on where you’re looking to proactively churn unprofitable customers. And as we think about the Phreesia Fest sort of event, is this sort of like a — would you consider as kind of like a sales kickoff where you can kind of restrategize the go-to-market motion to try to drive and deliver larger initial lands or better cross-sell motion in the effort to drive more profitable growth?
Chaim Indig : So I’ll start with Phreesia Fest. And then I’m going to remind — then I’m going to ask you about the first question because I’ve already forgotten it. So Phreesia Fest was into sales kickoff. It was our first all-company meeting we’ve done in 7 years. And it was just really important to bring the team together just because the company has changed so much in the last 7 years and a lot of teams that work collaboratively with each other didn’t get a chance to meet each other very often. As we’re — as I should remind all of our stakeholders, we’re a fully-virtual company. So this is — and it was a significant investment, but it also allowed us to really talk about our mission, vision and what our values were, along with talking about moving beyond intake.
And so yes, we talked about the go-to-market motion, but we also celebrate our engineering team and we celebrate our Network Solutions organization and we celebrate our support team that’s on the front line. So this isn’t just about our go-to-market motion. This is about our organization and the people that make it valuable and make it all happen. And your first question was portfolio management, I think we’re always doing that. We think about capital allocation regularly as an organization, where we continue to invest and where we were we doubled down on that investment even or triple down and other areas where we pull back a little bit and try to drive better returns from the investments that we’ve already made. And I don’t think our view is pruning clients, I think our view is really making sure that clients that we do have get the most value out of being Phreesia clients.
