Brian Miller: I guess the only thing I’d add to that is in terms of our ability to significantly increase the pace of flips beyond the sales efforts that Lynn talked about. We have talked about in the past the need for clients who aren’t on the current version of our products generally to upgrade to that version either before or when they look to the cloud as we drive towards having one version of each product in the cloud. And we’ve made a lot of progress with version consolidation and sunsetting old versions and moving clients along, but that continues to be a gating factor in the pace of flips. And so as we continue to make progress with that, it opens up more opportunities from clients being in a position to flip. But as we’ve talked about, especially as we move into the larger flips, they’re complicated processes from a planning perspective.
And so the timing leading up to the flip from the time we start engaging with clients, sometimes can be kind of lengthy. So we’re certainly pushing it as fast as possible. We’ve talked about a roadmap that varies by product, but across all of our products, converges on us being at 80%, 85% of our on-prem customer base having moved to the cloud by 2030, and all of our business units have roadmaps that are aligned with that goal.
Matt VanVliet: Great. Thank you.
Operator: Your next question comes from the line of Ken Wong from Oppenheimer. Please go ahead.
Ken Wong: Great. Thank you for taking my question. This one for you, Lynn. When we look at the number of subscription contracts, it looks like it took a really big step up this quarter. I think you touched on some of the highlights. Just wondering if that’s more of a kind of a lumpy volatile seasonality type of a situation we’re seeing there from the jump up to 200? Or do you think that, that is perhaps a closer reflection of the run rate we can expect going forward?
Lynn Moore: It’s probably a little bit of both. I think one – obviously, with 200 new deals are going to vary in size and scope. But if you step back generally, when I think about 200 new contracts a year or a quarter, that plays out to over 800 a year. That’s a lot of business we’re doing, and that’s a lot of business we’re executing on. It’s great work by our sales teams. It’s great work by our pro-serve teams to then turn that into revenue. But I think it’s – I don’t know that that’s the new – it’s certainly higher than it was coming out of Q4 last year and most of last year. I think last year, we did about 750 new deals, give or take for the year. So we’re on pace a little better. But as I said, right now, markets are healthy, budgets are strong. Our sales outlook, all indicators are positive and our sales outlook looks good for the year.
Ken Wong: Got it. Fantastic. Thank you.
Operator: Your next question comes from the line of Alexei Gogolev of JPMorgan. Please go ahead.
Alexei Gogolev: Hello, everyone. Considering the elevated level of demand that Lynn, you just referred to, has your win rate remained relatively consistent at around 50%? And if it has, it feels like you should be taking more market share. Do you feel that you could show acceleration of organic revenue growth in the near term?
Lynn Moore: Yes. Thanks, Alex. I’d say, generally, our win rates across the board are consistent. And when you say 50%, that’s – you got to look by each sort of major products. So there’s certainly some areas where our win rates are 80%, 85%, some that are more competitive spaces. We talk about public safety, we talk about sort of the mid- to higher ERP space where there’s – it’s a lot more competitive market, and they may sort of be around there. So those really haven’t changed. There’s still – we still have some of the same lag factors that we talked about before between time of getting a deal to contract to getting them up and running. But yes, I mean, we – as we look out, we’ve – our overall revenue growth sort of slowed over the last two years, and I think we’ve said we expect that to pick back up, and we’re starting to see some of that.
Alexei Gogolev: Thank you, Lynn.
Operator: Your next question comes from the line of Joshua Reilly from Needham & Company. Please go ahead.
Joshua Reilly: Yes. Thanks for taking my question. So we’re hearing some of your venture-backed start-up competitors in public safety, specifically records management are having challenges getting customers live. Are you using this as an opportunity to go back to these customers and highlight the Tyler value proposition? And then just more broadly, how often have you seen this across other product lines where some of the venture-backed start-ups are making promises about getting customers live on timelines that they are unable to execute on?
Lynn Moore: Yes, Josh, that’s a good question. And it’s something we’ve seen, I’d say, really, over the 25-plus years I’ve been at Tyler. There’s always seems to be little periods where someone comes up, makes little splash, they have a little spotlight on them. They certainly have a demo that looks good. They wouldn’t have the depth of functionality and products that we’ve had because they haven’t been in the space for as long as we have but they win some business, but that’s only part of the battle. We’ve always said part of Tyler secrets sauce is not just winning the business, but executing on the business. And it’s hard stuff. Take, for example, our municipal and schools division, which really sells more on the low end of ERP and has some courts and things like that.
They did, I think, last year – I mean last quarter, they did 207 go-lives in one quarter. Now obviously, those are small deals, but that’s a lot of business. And that’s the hard part. And people, I think, from the outside, generally sort of look at Tyler’s results and say, boy, this is an easy business. This business is something we ought to invest in and get into. And what we found, not just with venture backed but some PE money that’s come in, is they didn’t really understand the market, and it’s a lot more difficult than it may look at times from the outside. And it’s a testament to all our hard-working people at Tyler, it’s testament to our culture, it’s a testament how we view our relationships with our clients. So no, it’s – I appreciate you bringing that up because it’s not something we spend a lot of time talking about.
But it’s – you’re only successful as your last implementation in this business and all our clients talk. So when you fail, everybody knows.
Operator: Your next question comes from Clarke Jeffries from Piper Sandler. Please go ahead.
