And in terms of healthcare, anything else, I guess there were one or two, but you know it’s a course of business where you have a drug that you know has a lot of expectancy attached to it where there is going to be a meaningful budget where it fails late in an approval process, but that’s something we do factor in. We did happen to see one or two of those in the quarter. Now relative to your first question, I do think it bears going into a bit more detail. So how I would frame it up for you is this. The comment is specific to parts of the portfolio that have been underperforming and have been taxing overall performance this year. And if you think about the long-term history of those digital specialty assets, it’s one where they’ve successfully gone through cycles of transformation every four or five years.
So as we head into the year to us that meant there was a reason to be supportive as they look to make the necessary adaptation. But sitting where we are now, if you look at the weighting to technology clients that they have, and then the speed of change in the operating environment, this has made it an especially difficult time both for what they do and for them to essentially reboot or reinvest. And then when it comes to tech specifically, I don’t know that any of us have seen it retrench to the degree we’ve experienced or for this prolonged a period of time. So we clearly have to ramp up the urgency on this front and be open to a broader range of solutions. And of course, those are conversations that involve the leaders of those operations as you would expect and that are ongoing.
It’s not something that we’re in a position where I can say to you right now, here’s what we’re going to do or not. But if you wanted sort of a broad guideline. If you look at our strongest performers across the portfolio, so the framework for what success should look like, and I think that could be helpful, whether it’s healthcare or media brands, you have a coordinated approach to how you go to market, you benefit from scale, you’re looking for ways to share complementary skillsets and identify very clearly where the centers of excellence sit across multiple units. And I think it’s all in the service of making it simpler for clients to engage with us. So I think that those are the guidelines for us. I think we’re going to look to define a way forward in terms of putting something into effect with a number of those assets as we head into ‘24.
So, I hope that frames it up for you David, but I mean I can’t give you a definitive answer.
David Karnovsky: That’s helpful. Thank you.
Philippe Krakowsky: Please.
Operator: Thank you. The next question is from Ben Swinburne with Morgan Stanley. You may go ahead.
Ben Swinburne: Thanks. Good morning. Hey, thanks for all the color earlier on the different segments, headwinds and tailwinds. I was wondering if you could just spend a minute, you know, every agency holding company, kind of, reports differently as you know, so it’s hard to compare, but we try anyway. Your IAC segment, which does not include R/GA and Huge, it’s down 4.5% year-to-date. You talked about the healthcare business. That’s still growing. You mentioned an account loss in McCann in your prepared remarks. Do you think, like is there sort of underlying share erosion happening here or is this just kind of creative, is just a tougher business? I mean, we know it’s a tough business, tougher than it used to be. But just any more sort of high level comments on how you’re feeling about the assets within that group, because that’s obviously not including the digital specialty agencies.
