And we’ve also spent a good deal of time on the cross-functional cooperation that’s necessary to ensure better customer health and better retention rates and specifically making sure that our sales organization that our professional services organization and that our customer support organization are working hand-in-hand right and doing the right kind of handoffs and kickoffs for moving from that sales process and that solutions consultant creating an initial customer success plan to building more packaged implementation services from our PSO group, to ensure more robust product adoption and ultimately better customer health because it’s going to drive better business returns and ROI for customers. And then as I say giving the customer success teams the tools and methodology they need to better execute strategically and measure and manage and improve customer health and retention.
So that’s the main focus there. Again happy to take any other questions on that.
Jeff Van Rhee: Yes. That’s handful. I appreciate it. Thanks for the color. All set.
Operator: My apologies. [Operator Instructions] And our next question comes from Jake Roberge with William Blair. Jake, go ahead.
Jacob Zerbib: Hey, guys. Congrats on the quarter. This is Jacob Zerbib on for Jake Roberge. Just wanted to ask on the reduced full year guide. What do you attribute it more to the general macro impacts, or are there any execution issues we should be aware of? Is there I guess an accelerated sunsetting of your legacy products? And just to follow up on that given the macro are you still active on the M&A front with the valuations these days? Thank you.
John McDonald: Yes. So on the first question, this is Jack. Really the primary driver of that is accelerated sunset asset churn which frankly is it’s better for us to burn that off sooner as opposed to later because those are non-core assets. And so that was the primary driver of that. Now of course with that you’re going to have — and with the sunsetting of assets you’re going to have a little bit less PSO right because that is driven by new logo activity, new implementations. And in terms of the perp revenue it’s really mostly about timing of some of our OEM relationships and so we expect that to be temporary. So not related to execution and at this point not related to the macro environment really related more to those kind of idiosyncratic factors that I just outlined. In terms of — I’m sorry if you have a follow-up on that happy to take it or I can go to the M&A question.
Jacob Zerbib: No, yes, you can go to the M&A question. Thank you, sorry about that.
Jack McDonald: On M&A, we are actively in the market. We are looking at a number of acquisition opportunities. As we build out our go-to-market capabilities, of course, it starts to make some of these acquisitions more attractive because we are positioning ourselves, we believe to not only drive the cost synergies that we have historically, but to better drive revenue synergies. And I see it in some of the recent acquisitions, that we did like BAI Insight, BAI which is an enterprise search tool where really we drove the integration of that product, with more of the new Upland mindset around go-to-market. And we’re seeing growth rates on that product that are really strong. And so we’re going to keep building out this capability, so that we can go and do additional acquisitions and again, not only drive margins, but continue to drive revenue growth.
Now, we’re well positioned. We’ve got plenty of capital. We’re known in the market. We’ve got a pipeline of deals, but we control timing on it. So we’re going to execute, at the right time. We are being purposeful and thoughtful about it. Don’t feel rushed to have to get something done this quarter. But we anticipate getting back in the business of closing deals by — within the next few quarters and feel like, we’re well positioned for that.
Jacob Zerbib: Got it.
Operator: Yes. Our final question will come from Alex Sklar with Raymond James. Alex, please go ahead.
