And we’re an organization that just wants to control our own destiny along the way. The other thing that we are doing is we will always tune our employment and our investment according to the regulatory environment. And if we are seeing regulatory challenges or impediments, that is going to see us diminish the job profile within the TELUS organization in response to that and/or also diminish the investment profile. We will put shareholder money to work in the areas that can generate the best return overall for our stakeholders. And then thirdly, we challenge the regulatory environment by doing what we think is right for our country. And when you look at the affordability of the solutions that are out there now from wireless to wireline, and do a deep dive on the value propositions of each of the three brands within our wireless ecosystem clearly, clearly, we are evidencing the affordability objective of being met in a very fulsome fashion.
We are also delivering a quality of service within our portfolio to Canadian citizens in terms of regulatory oversight that is second to none globally. We have the best networks and the best customer service on the planet. And then the third Acxiom to our regulatory agenda is to invest in areas where there’s a lighter regulatory touch, a benign regulatory environment or less regulatory intrusion and disruption. And clearly, when you see what we’re doing with TELUS International and the growth prospects there as that business returns to both double-digit revenue growth and margins that are well in excess of 20% or what we’re doing globally with TELUS Health on the digital front or what we’re doing globally with TELUS Agriculture and consumer goods on the digital front, leveraging data insights on a disruptive basis to drive growth within those industries.
Those are areas that fall outside the yoke of the Canadian regulatory paradigm. And I think they will yield significant value creation for investors prospectively. So that is the regulatory theorem for this organization. And I think we have evidentiary documentation and empirical track record that says, we’ve run that particular game plan well over the past two decades.
Darren Entwistle: Zainul?
Zainul Mawji: Thanks, Darren. So I think it would be overly simplistic to think about bundling from only a wireline, wireless perspective. I think we look at bundling across a journey. We have several brands. Some of those brands help us to identify new prospects that we can bring into our ecosystem, and then we look at the level of product intensity, and it’s a self-fulfilling prophecy because as you add products and as you add other digital touch points into the customer’s journey and into the household, you improve the economies of scope and scale, you improve the revenue and you improve the cost structure. And so because we have such a significant breadth of products, as I highlighted across our home security automation, our online security, our consumer health portfolio in addition to the incredible products we have across our core services and our entertainment and other portfolios, we look at this from a perspective of continuous growth and that drives both revenue and cost to serve.
And so as you look — even if you look at, for example, a newcomer journey, that customer’s needs and that customer’s desires in terms of what they need in their household is going to change over time. So there’s a significant base management opportunity, and we look at the journey across the multitude of our products. We have the most products relative to our peers, and we’re going to continue to build and deploy new product categories some of which will be aligned to the product areas we’re in and some of which will be net new areas that we can grow new digital relationships with our customers.
David Barden: Great. That’s very helpful. Thank you so much.
Robert Mitchell : Thanks, Matt. Final question, please, Fredrick.
Operator: And our final question comes from Sebastiano Petti of JPMorgan. Please go ahead.
Sebastiano Petti: Hi. Thanks for taking the question. I just wanted to see if you could provide a bit more color on perhaps maybe the margin in TTEC within the second quarter. Was there anything one-time in nature, or anything we should be thinking about in terms of comps? And in the context of the back half trajectory, obviously, you have some LifeWorks synergies coming in. But you’re also comping LifeWorks in September, beginning in September of last year. And so some of the puts and takes around that and how we should perhaps be thinking about underlying growth within TTEC and an x synergy or x LifeWorks spaces? Thank you.
Darren Entwistle : Okay. Doug, we’ll kick this one off.
Douglas French : Yes. In the second half, there are a couple one-time items from last year. We did have a total investment in LifeWorks, which on the execution of the deal created a gain, and you would have seen that through it and we disclosed that in the third quarter of last year. That would be our same one. There’s a couple of small called put option gains that occur periodically through quarters. It also would be in the second half of the year. But the total hold would be the main one to acknowledge for Q3. Would also be a mistake to because of the lapping of LifeWorks, assume that the growth profile of Q4 relative to Q3 is significantly diminished we are forecasting a more consistent performance across Q3 and Q4 in the second half of the year. So I would guide you in that regard.
Sebastiano Petti: Okay. Thank you very much.
Darren Entwistle : Thanks, Sebastiano. Thank you, everyone, for joining us today. Please feel free to reach out to the IR team if you have any follow-ups. And for those in Canada, we wish you a wonderful long weekend.
Operator: Thank you. And this concludes the TELUS 2023 Q2 earnings conference call. Thank you for your participation, and have a nice day.
