Peter Gassner: Yes, our main focus is in the pharma and biotech. That’s where our product portfolio is the broadest. That’s where we have the bulk of our revenue. We’re doing well in the consumer products area. I think we just passed 100 customers, which is a sort of a milestone I noticed on the sheet there. So it continues to grow and that customer reference model is pretty strong there. Our product footprint is just smaller in that segment. And MedTech is growing well as well, the MedTech R&D side. It’s just by sciences is bigger for us and our product footprint is broader.
Operator: Your next question comes from Saket Kalia with Barclays.
Saket Kalia: I joined the call late, so apologies if some of these questions were asked. But maybe I’ll start with the Merck deal. Congrats on that, by the way. It feels like one of those all-in Veeva deals that we were talking about at the beginning of this fiscal year. I guess the question is, how is the pipeline of those types of opportunities? I mean, clearly, not to the extent of Merck, right? But these types of all-in consolidation deals. Can you just talk about that pipeline, and how you’re thinking about it?
Peter Gassner: Yes, I’ll take that one. Merck was not a deal but a strategic partnership over the long term. And we have strategic partnerships with many customers, none quite to the level of structure that we achieved with Merck. We may get some more of those, but those are there’s none of those — I can tell that there’s none of those imminent right now, but we may get to more of those over time. And it’s just a way to formalize our strategic partnership. They’ll happen — those will happen when they happen. And you shouldn’t think of them as deals or product bundles. They’re really partnership agreements. So that in Merck’s case, it was so it made it easier to evaluate, consume and operate and purchase the Veeva products, just make it simpler for everybody the idea to say we’re going with Veeva, when we need to make change and Veeva has a product we go with Veeva, that is what we do.
And it makes it very efficient and pleasurable to work on in an environment like that.
Saket Kalia: Got it. Got it. That makes sense. Maybe I’ll direct the next question to Paul. I understand the CRM might have been beat to death, but maybe the question I have here is with the switching platform, is there any sort of joint IT or anything that will go away? Or is there anything that — and of course, the time frame for one of the way I understand is very long, but just thinking about this, is there anything that will change with the look and feel with Vault as the back end. I’m just curious whether the customer will see anything different with the change in platform.
Paul Shawah : Yes. So on the first one with regards to , it’s pretty clear where there’s IP in the platform that what Salesforce has, and there’s IP in the application, and that’s Veeva. So there’s a pretty clear line there. So I wouldn’t think about it as kind of anything kind of that’s joint or going away that’s combined. Regarding change in look and feel Part of our strategy is to migrate just the back end and to keep the front end as similar as possible. So that will make it much easier for our customers to make that transition. It will do things like limit retraining. The front-end experience is working for our customers. There’s a reason why much of the industry is using it. So we’re not focused on changing a lot of that.
Now having said that, this does give us an opportunity over time to make some changes and deliver a better application. So it’s kind of that balance. We’ll keep things very familiar and are common in the short term. And then over time, it will give us a platform to further innovate on.
