Khozema Shipchandler: Yeah, I wouldn’t point to any one of those events as being items that we’re looking at to provide a driver of growth. I also wouldn’t point to kind of macro dynamics. I would say we’re really in a position in which we want to be able to produce our own kind of durable growth. As I mentioned earlier, like some of the areas that we’re really focused on is use case-based selling, self-serve and CustomerAI. I think one of the ways in which we’ve really tried to approach our customers through the lens of the problems that they’re trying to solve versus just necessarily the products that we have in our bag. I mentioned a few examples of that a moment ago in terms of Verify as it relates to omnichannel authentication, Unify for personalized customer engagement, and then Voice Intelligence for richer customer conversations.
And so those are all areas where we do anticipate that we’ll be able to lift growth. I think AI in particular is a really exciting opportunity in which we have an opportunity to enrich Communications, also combine data, our data capabilities with Communications. And then finally, as it relates to Segment, again, as I mentioned a moment ago, I think it’s really the priority is to mitigate churn and contraction. And I think if we can do all those things, then it’s really much more around our control and doesn’t actually have much to do with the election or the Olympics.
Michael Funk: And then one more, if I could. Khozema, earlier you said that nothing is off the table for the strategic review of Segment. Does that include a sale? And then you mentioned change in financial framework. I apologize. Not exactly sure what that means. Does that potentially mean mothballing that business until the market comes to you with demand for CDP? Maybe some more clarity would be helpful.
Khozema Shipchandler: Yes, I wouldn’t necessarily read any of those things into it. However, what I will say is that on the one hand, Segment is strategically important to the company, but on the other hand, we are approaching the review that we talked about with an open mind. We know the business is underperforming. We definitely do believe that we can execute better, and we’re just approaching the operational review with an open mind so that we can determine the best path forward. Our overall priority as a company, whether it’s Comms or Segment, is durable, profitable growth. And as it relates to the March framework, what we said is that beyond the guidance that we obviously provided today, any other elements of our financials, whether it be capital allocation or kind of medium-term targets, et cetera, we would provide in March, in addition to any operational changes that we would make with respect to Segment.
Michael Funk: Great. And March means at earnings, or would that come out prior to earnings?
Khozema Shipchandler: We’re kind of targeting early March. Earnings would be much later in April [Multiple Speakers]
Michael Funk: Yes, I appreciate the clarity. I wasn’t sure if you meant with the quarterly earnings. So, thank you so much.
Operator: Your next question comes from the line of Derrick Wood with TD Cowen. Your line is open.
Derrick Wood: Oh, great. Thanks. Khozema, I just wanted to touch on the Flex side of the business. You guys made some cuts in Q4. You shifted that go-to-market to the Communication side. Just kind of curious how you’re feeling about the level of growth capacity and Flex and if there’s potentially some disruption in the first half because of the changes. And then just kind of what levers you’re looking to lean into to drive more cross-selling with the new go-to-market structure?
Khozema Shipchandler: Yes, I think more broadly speaking. I’ll take the second question, perhaps first. I think that there is an opportunity to do more cross-selling across the company. We’ve talked about the opportunity, for example, in the way that we can do a Communications deal and transform that, for example, into a Verify deal where we can do omnichannel authentication. We talked a little bit about Unify, for example, which allows for personalized customer engagement on the front lines. That combines the best of Flex with sort of the best of Segment. And then Voice Intelligence is sort of another area where we’ve got a lot of existing voice customers. We have an opportunity to use AI as a means to add to their existing capabilities, richer, much more actionable insights.
And so we think those are all like really interesting ways in which sort of writ large, we can add a lot of value in terms of the way that we cross-sell into our existing business. As it relates to Flex, I would say — I mean, not a lot of changes, honestly, in the first half or even the balance of the year. Excuse me. I don’t think we’ve really seen much change. I think when we made some of the actions in December, what was clear to us was that the buying personas for Voice, IVR and Flex were pretty similar. We wanted to make sure that we were simplifying the experience for our customers while also being able to extract some efficiencies in the business. So we consolidated some of those capabilities, and now our account executives in Communications can sell Flex and/or kind of the composable offerings of contact center capabilities to every one of our customers, aligned in a way in which our customers actually want to buy.
And so no real negative impacts as a result. I think that we see possibilities and opportunities in the future based upon that realignment.
Derrick Wood: Great. Thank you.
Khozema Shipchandler: Thanks.
Operator: Your final question will come from the line of Matt VanVliet of BTIG. Your line is open.
Matt VanVliet: Yes. Hi. Thanks for taking the question. Maybe just following up on not only the Flex opportunity, but across Communications. I mean, how are you thinking about partner engagement and sort of reengaging with the channel, building that team back out and using that as a leverage point and additional distribution into larger enterprises?
