They fill in the gaps. And so a good healthy pipeline and a good healthy set of closes includes a wide range of those deals centered around that $250,000 to $500,000. This quarter, and we’ve seen this increasing in the last few quarters. We were missing those. You may remember, we talked about that several times on calls where we were sort of missing a lot of that mid $250,000 to $500,000. We had some big deals. We had some smaller deals, but we didn’t really we were missing a lot in that mid-section. We’re now seeing that mid-section fill out nicely. And I think you’re seeing that drive the business. And we saw growth on the top end, we did over, I think we did 19 deals with TCV over $1 million. So again, very strong in that part of the execution as well.
And I think it’s reflecting a market that is realizing that the services and direction and strategies that Rimini Street’s bringing to the table, I do have significant merit over some of the vendor programs and other choices that they have in terms of roadmap and direction. And I think that’s the kind of adoption we were hoping to get. Our biggest challenge in the market today is, we still do not have enough contact points with CFOs and CIOs around the world to know who we are, the full service set of portfolio that we offer, the business problems we solve, and have the best solutions for them to take a look at. So for us, it’s still a matter of getting marketing in front of them so they can know who we are. And they can pick up the phone and call us when we have these types of business issues we can resolve.
That’s the real focus for us is that recognition and getting in front of the right people.
Brian Kinstlinger: Okay, my last question, if you can touch on the sales and marketing expenses, Michael, in the third quarter, we saw a significant drop I think from the second quarter sequentially. I’m wondering is there something seasonal? Were there any cuts? And how should we think about sales and marketing spend in dollar terms, knowing that you still plan to get to 90 sellers?
Michael Perica: So Brian, thanks for the question. I wouldn’t call it seasonal, I would say, timing of internal and external events at a healthy greater pace in Q2 versus what we saw in Q3. Again, going forward, we’re not providing guidance as Seth outlined for the factors discussed. However, putting together as Seth noted, that we’re still on our ramp to execute on the opportunities ahead of us, we’re getting to the sales for folks, as we outlined, it stands to reason that you can see this creep up.
Brian Kinstlinger: Okay, thank you, guys.
Seth Ravin: Thank you. But, Brian, just to add to that, that I think that you’re not going to – you’re not seeing or should expect that we’re going to be out of our ranges that we have put forth. And as you know, our long-term model with which we say it scale at $1 billion of annual revenue, we talk about a 33% sales and marketing target in that model, to drive the kind of bottom line we want. So, clearly we might have some ups and downs along that lines, we’ve been sort of in that 33% to 35% range. So while we’re not providing guidance on that, I just think that if you look at where we are with the model, and you look at where we want to be at $1 billion, I think you can see that there’s sort of a range bound in there that we would expect to operate under, maybe a little up or little down while we grow into a Salesforce. So that could happen as well.
