Stephen Walker: Good to hear for you, Dan. So you’re correct. Almost all of that uptick in the second half comes from two areas. One is investment in Yahoo. So we will be doing incremental hiring to basically support the ramping of Yahoo that will, as Adam said, start in the second half, and then continue through the middle of next year. Those costs — so there’s two types of costs within that. So one is their sales people and account managers to manage the revenue. Those are permanent. So we will always need those people to manage the revenue coming from the relationship. And in fact, we think we’ll be able to grow the relationship over time. So we may even grow the number of headcount that supporting that has the revenue growth, because we typically see that our sales and account management headcount tends to grow roughly in line with revenue.
We gained some efficiencies over time, but it grows roughly in line with revenue. So those will be permanent. The tech resources that we’ll be bringing on to help with the transition, those we will be able to cycle off of the project, once we get fully ramped for the most part. There’s really nothing that is dramatically special about the Yahoo setup that will require permanent people on that. So we’ll be able to cycle them off. So we’ll probably move them to other projects at the end of the ramp, so by middle of next year. So that gives you an idea on the Yahoo. The second area that we will be doing some incremental hiring here is actually in eCommerce since it’s growing so well. We’ve identified a number of growth initiatives with eCommerce that we think would be — would benefit from incremental hiring would help us grow those faster.
So we will be doing some incremental hiring there. I think we have enough initiatives there that those are effectively permanent. I mean, we’re going to keep them on, they’ll start doing new initiatives over time. But they will be effectively permanent, but they’ll obviously come with a step up in our revenue there. So I hope that helps in terms of understanding kind of the cost base.
Daniel Day: Yes, that was great, Steve. Thanks. Follow-up, probably for Adam. You talked about your response to the last question, wanting to do 100 of these timestamp, like deals with turnkey commerce. Just maybe talk about the pipeline to get new publishers up and running there? How hard is that like to — can get this started with new publisher partners? Just generally, where you stand in terms of bringing on more partners for the turnkey commerce initiatives?
Adam Singolda: Sure, and thanks for the question. So let me start with the demand for the product. So I can tell you, we have a lot of publishers who want to launch it. In fact, we have some publishers who offer to pay for the service, because this is a [indiscernible] reminder, but just is there any way to get priority to get onto platform, given the success and how — and people can check it out on their own, they don’t even need to ask us, you just search things and you see that, the results are coming up high. So the demand for the product is, it’s great. It feels like a new iPhone and everybody wants it and there’s a long line. Where we are in terms of providing that to many, many publishers, we’re still — we want to make sure that we’re doing a good job.
