He’s in his 50s, but really understands the dashboard and that it’s very intuitive, easy-to-use and got direct feedback, like, he’s not letting go of his Marketing Center. He thinks it’s like a game changer for him. So in talking to him, he said business has been picking up and better. So I think that never really came, is sort of — I am not going to say, it’s past, but it’s definitely better, definitely things are better for us and we are getting better feedback. So there’s a little feedback from the Street.
Patrick Schulz: I appreciate that. That’s very good detail. I really appreciate that. Also a follow-up question. Just congrats on the new Command Center offering. It sounds like this could be a really nice catalyst for the Marketing Center. So just as we think about your investment opportunities, how do you internally view the trade-off between investing in additional centers and marketing existing centers relative to driving international expansion and potential M&A efforts? Just any color in that would be pretty helpful.
Joe Walsh: Yeah. That’s such a great question, because that’s really the choices that are in front of us at this point. And we have, I think, guided you guys and we are still on that page of delivering one center a year. So we are still very much on track for an important center next year. We are very far along and work on that center and are planning for sure another center next year. So I think that cadence is baked into our spending, our investing priority. And I will tell you that we internally now for the last probably about three years have prioritized investment in engineering and product above all else, like that’s — those needs need to be met. That’s the most important thing. because we are playing with a three or four touchdown lead, we are way in front of anybody else serving small businesses.
We are the gold standard brand. We are the aspirational brand. We have the lowest churn. The highest client satisfaction. The broader set of service offerings. We are the platform for small businesses and we don’t want to blow that by being chinsy about our investment in innovation. If you look at the number of innovations that we have delivered for Business Center, forget about the new centers, but just improvements in Business Center. I mean, we radically overhauled the whole invoicing technology that we provide and now it’s up 70% year-to-date. So, I mean, we keep making improvements around payments. We added a swiper and a few other really important things that our customers were asking for and payments were up more than 50% year-over-year.
So, I mean, we are engineering and product-first guy. That’s really where we are focused. So after that, what’s the next priority? I think expanding is important to us. I think we want to — we hired an international President. We have been lifting weights and training in the gym, working on GDPR, doing all the stuff we need to for a big push internationally, and as you look at 2024, I think that’s sort of the poster note on our forehead is, let’s go. We are going to start pushing out into more geographies and going faster in that area. As far as big spend on marketing, we have a really skilled CMO, Tami Cannizzaro, and she is really good at all of the sort of guerilla warfare, the surround sound of marketing without spending huge amounts of money and she’s done wonders so far for us in terms of making all of that more efficient and she’s only been with us a year.
So we expect big things from her. And she’s got experience and is prepared to really soften the beachhead internationally as we push out into more markets. I think the success of Canada that we are having follows a lot on the skill of that marketing team and what they have been able to generate.
Patrick Schulz: Great. I appreciate all the color and thanks for taking my questions.
Joe Walsh: Yeah. Thank you for the questions. Yeah.
