And these companies are basically moving from pen and paper clipboards to digital process. So that’s an exciting area for us to deliver value to the customer. Today, we’re focused on the areas that I talked about earlier, but we are thinking more generally about can these workflows work at the beginning of a shift or an end of a shift? Can they be used for safety? Are there other use cases and applications. So you’ll see us continue to invest there. And at some point, we may break that out today, it’s available as part of our existing product family. But if we start to see usage that gets decoupled from the asset-based licensing model that we have that we talked about earlier that 3 to 5 year seed base, SaaS kind of traditional model, we might price it or package it differently, but we have no plans to do that yet.
Kash Rangan: Got it?
Dominic Phillips: And I’ll take a crack at your second question here. I would just in feel free to follow-up if I’m if I’m not addressing it directly. But I think I would just view growth and free cash flow at this point is relatively decoupled. We are growing as fast as we can. We’re putting inputs into the business to drive growth as quickly as we can. And at the same time, we’re getting incredible leverage out of the business and driving working capital improvements, those things are relatively decoupled. And would expect that to be the case going forward, we’re going to continue to get more and more leverage out of out of OpEx and we’re doing a better job of optimizing our working capital, including the dollars that we spend on IoT devices and supply chain and cash collections and like. So we think that we can continue to grow fast as we’re scaling while continuing to drive more and more leverage out of the business.
Kash Rangan: Thank you so much.
Mike Chang: Our next question comes from Kirk Materne at Evercore followed by David Unger at Wells Fargo.
Peter Burkly: Yes, hi, guys. It’s actually Peter Burkly on for Kirk. Congrats on the quarter and appreciate taking the time to take some questions. So, Dom, maybe just a couple of quick ones for you. First of all, I am just curious notice in your shareholder letter, NRR for the large customer segment sort of stand above that 125% range, but then forward-looking next year sort of assuming slight decline down to the 120%. So I am just curious that this is mostly about a continued choppy macro or if there is a law of large numbers dynamic at play or any color you could add there? And then just my second one would just be you also mentioned you are going to have a sort of less conservative approach to guidance this year, while it’s still being adequately de-risked if the macro were to deteriorate.
So, just wondering if you can add any color there? I mean, is this assuming, change on top of funnel or better conversion rates or just curious in terms of that guidance methodology what’s changed?
Dominic Phillips: Sure. Yes, so on the net retention one, for Q4, we are above our FY €˜23 target of 115% for core customers and 125% for 100K plus. As you mentioned, we are setting our target for FY €˜24 at 115% and 120% and it is really just given the macro uncertainty and some of the elongated sales cycles that we experienced in FY €˜23, which could have an impact on the timing of expansions. I would also just echo the point that I made earlier that, we don’t actually incentivize sales reps differently for new logos or for expansions. Q4 happened to be a really strong new logo quarter. Q3 was a stronger expansion quarter. And so we are really just looking at the overall balance and again, it was 51% of net new ACV came from new logos, 49% from expansions in Q4.
