By closing those gaps, let some of our differentiators really shine through. So how we take things like StudyKIK, some of our Commercial capabilities, bundle those into our enrollment solutions. Customers can see that better, because they are spending a lot of time talking about where we may have had gaps historically. We also use RxDataScience to help us look at our entire resourcing load across Clinical to help us look at where we may have had individuals over allocated to projects. We consolidate the allocations, defragmented our teams. So the benefit our customers now is a more dedicated resources, whether it’s at a country level or a functional level, which is a real benefit to them as well. And then, finally, we have really brought a therapeutic expert in the center of our business, not just through project management, but through our medical and scientific teams by having the much more involved both at the bid stage, the kickoff stage throughout the life of the project.
Our clients have seen the consistency of those therapeutic insights to help them make the pivot that they need to make throughout the life of the trial. So really it’s all upside, David — Dave from day one all the way through to where we are, and I believe by the first half of this year, we will have that really to a steady state where all of our customers are going to experience the good effect to Clinical Reimagined wherever they are in the journey with Syneos.
David Windley: That’s very helpful and encouraging. If I could ask one last question, which is around just kind of, I will call it, IR process. Is this call with 2023 guidance and even some comments on 2024, does that create a level of visibility or comfort confidence with where the company is that you can kind of dispense with this every three months appearance cadence and start being responsive to analysts and investors, is that something the lawyers are going to start to let you do?
Michelle Keefe: So, David, yes, we have made the decision that we will be doing one-on-ones with analysts and our investors today and tomorrow, and I think, we have some already scheduled for next week. And it’s our goal to ensure that we are getting direct feedback from our shareholders and from analysts, so, yes.
David Windley: Great. Good to hear that. Thank you.
Operator: Thank you. And our next question coming from the line of Eric Coldwell with Baird. Your line is open.
Eric Coldwell: Thank you very much. I wanted to kind of add on to David’s questions about the business development, account management turnover. It felt like you sort of skirted his question a bit. I also — I think everybody has heard about turnover and changes there. But could you maybe just get a little deeper into where you are in staffing with account management, business development teams, what kind of net turnover you have seen and where you are today versus where you want to be in terms of resourcing and staff in the business development functions? And then I have some follow-ups. Thank you.
Michelle Keefe: Okay. Eric, thank you for the question. So when we relooked at business development to make sure that we can be competitive in the marketplace. We looked much more broadly than just the people who are traditionally in the business developers. We really thought about what our approach is in regards to how we are going to work with customers. And I think the thing that we are seeing that’s having a lot of impact is marrying our business developers with our technical and scientific experts along with the local project leads to ensure that we have a fulsome understanding of what the customer is looking for and that we can meet them in their journey where they are at, whether it’s from a scientific expertise perspective, whether it’s making sure we deliver with quality and consistently, and whether they are looking for innovative solutions around technology and data, et cetera.
