Terry Tillman: Yes. Good afternoon. Nice job on the earnings in the quarter and the cash flow. One quick question I had, maybe Mark, first for you on self-discovery. I think you gave us a nugget there in terms of $1 million of bookings or billings and you called it like an early green shoot. Just given the work you are doing there and all the trials you are doing there initially, I mean do you expect that though to ramp pretty notably from the $1 million level in 4Q? And how would that happen? Is it you just got to put more kind of seeds in the ground with more trials or you are working through the flow of the existing trials or maybe even add more capabilities in the self-discovery? And then I have a follow-up.
Mark Mader: Yes. It’s multifaceted, Terry. It’s how do you not only serve up the capability to someone to utilize, but then how do you help prosecute that with the existing customer, right. It’s moving it from being utilized to being transacted upon. And those are the motions that we are learning. So, for these first deals that have closed, there are some things we are like, wow, we got that totally right. And we also found other things where we can further reduce the friction. And as we scale that from tens of thousands of people who have been exposed to it to well over 100,000 organizations, I would expect that friction to reduce. So, I would be – I will bet the over on things continuing to improve in this camp. And I think the other piece is as we look at getting more and more of the portfolio in, we are going to have more at bats.
So, when an organization trials a capability, you have multiple opportunities to trial. It’s not one organization, it’s people within that organization. So, even if you miss on the first opportunity with an individual, an organization, their neighbor can start trialing that capability. So, it’s a repeated opportunity to sell into an organization and to deliver value. That’s one of the things I really like about this opportunity.
Terry Tillman: Got it. That’s great to hear and the betting on the over. My follow-up question, I don’t know if this is for you or Pete. But in terms of the services, the partner enablement, we see where some of the billings are going to go to partners, so it’s explainable. I am actually curious about sales enablement. So, I will build on this question. Over the last year, your $1 million customers have expanded quite a bit, 59, that’s a lot. You have got customers paying you $4 million. I think you mentioned on the quarterly call, I think you got bigger ones than that. To me, that starts to seem interesting to a partner ecosystem, whether it’s GSIs and others. So, I would like to hear more about how sales enablement and influencing new businesses going with potential different types of partners. Thank you.
Mark Mader: Yes. Terry, I really see two very different elevations of partnering. And one is the broad base, the hundreds of partners who came to engage and wanted further clarity on what our intentions were to build our service line versus supporting them explicitly. That’s a really exciting growth opportunity, both in the States as well as in countries which are partner-first oriented. I view that as very different than our go-to-market motion with the GSIs and many of whom are huge customers of ours. How we go to market with them is both as a customer as well as getting Smartsheet utilized as they deliver their services to their clients. And so it’s really a multipronged relationship where we serve them as a client. We team with them to get it introduced to their clients and then figuring out ways where they can build a book of business on the back of the Smartsheet platform to continue that relationship.
That’s really different than the next newest partner in a remote region which is targeting SMB, which is still valuable to them, but again, different motion. So, we have different folks within our enterprise team, within our services team, which are targeting GSIs. And we have the broad-based partner program, which is catering to a much larger population.
Operator: Okay. And we will take our next question from Alex Zukin with Wolfe Research.
Ethan Bruck: Hey guys. This is Ethan Bruck on for Alex Zukin and thanks for taking my questions. Congrats on the nice numbers. I have questions, kind of looking to 4Q as the biggest renewal period, I am just curious if you are seeing any change in customer behavior, whether it’s – let’s go terms, smaller expansions. If Gen AI is playing a little bit more into this up-tiering at renewal? Just I know we have the guide for the 116% for 4Q, I am just curious how those conversations have started to play out in 4Q. And then I have one follow-up.
Pete Godbole: Ethan, I don’t think those expansion conversations and those renewal conversations are going any differently. I think there is nothing unusual about it because Gen AI and all of that is pretty early stage. Remember, it’s in EAP with a limited number of customers. So, that’s not playing into the conversation yet because when you think of renewals and you think of all those things, it ties directly to what am I going to do with it, how is it going to come into my environment? And we are probably a little bit removed from that spot at the present time.
Ethan Bruck: Okay. Got it. Thank you. And I guess, Pete, I know you are not guiding explicitly for next year. But I guess as we think about maybe a de-risked or conservative way to think about next year, kind of help us frame numbers. Is it fair to think like, I guess a de-risked way for kind of building outlook is kind of below what is implied in the 4Q guidance?
