Alan Taylor: Yes. So Matt, thanks for the questions. As we talked about, the NRR that we report is a 12-month trailing metric. So, to see this inflection point has been – immediately we have talked about it and we are delivering on it now. So, we will see that bend upward. It will do so slowly, obviously, because of the nature of the metric. But payments are going to drive that. We have got up-sell products in the pipeline that will continue to drive that. And then, obviously, just retaining our world-class attrition rates, churn rates and retention rates are key to making sure that that NRR stays healthy and moves up. So, those are the things that are going to drive that. There is – we continue to see increase in our ASP.
We have – we are delivering a ton of value as we move forward, so we are able to adjust price modestly, and to – and there is no pushback on that because of the quality and the value that’s delivered in the product. So, we anticipate that heading up, and just because the nature of the metric, it won’t be – it won’t spike again up, but it will be a nice, steady expansion on that NRR. With respect to the go-to-market, Brett can weigh in as well, but the one thing that I am excited about is just on the partnership side. Partnership has always been an important piece, but it’s been a smaller component of our go-to-market. And I really think that the team we have got assembled now is making headway there in ways we haven’t seen before.
And signing up partnerships and opportunities that are going to both increase our integrations, as Brett was talking about, but also just with other partners, they will be taking us to market. And so stay tuned on that…
Brett White: Yes. And I will just add, we are learning creatures, and we are going to adapt our go-to-market motions on our sales org so that everybody wins, so that the company wins, the customer wins, the sales team wins, and we will just keep tweaking and improving.
Unidentified Analyst: Understood. Thanks so much, guys.
Operator: Thank you. And our next question is from Mark Schappel with Loop Capital Markets. Please proceed with your question.
Mark Schappel: Hi. Thank you for taking my question and congratulations on the quarter, especially on the gross margin line. Brett, just building on an earlier question around your payments businesses, I was wondering if you just talk about the attached rates you are seeing for your payment solution and whether you are seeing any kind of a meaningful increase on that front?
Brett White: Hey Mark. Thanks for the question. So, payments attach rates. So, we – so to back out, in my opinion, we are way underpenetrated in our customer base. Payment attach rates have been increasing. We don’t report the number, but it’s way below where it needs to be. And it’s really been around integrations, and just not having a super focused, high-level exec focused entirely on payments. So, we have made good progress on the integrations. As I have said, moving from a level one to a level four or level five, integration is a big deal, especially, when it comes to integrating payments into the workflow. And as I also mentioned, we have hired a new General Manager of Payments, starts in the next couple of weeks. And increasing penetration rates will be a key goal of his. So, they have been improving, but they are not where they need to be.
Mark Schappel: Is – in your sense, is there a product component to this? I mean is there certain capabilities that still need to be built out into the platform before you see widespread – wider spread adoption?
Brett White: Yes, it’s largely around workflow. So, if you are running the front office of one of these businesses, you want to be able to process payments easily, quickly, efficiently within your daily workflow. And so building our product within their workflow, so it just fits right in there, they don’t really care which payments provider they use, they just want to use the one that makes their lives the easiest. And so really working in to each business’ workflow, the Weave payment experience I think is the key to product market fit. Part of that is the integration and part of that is just making sure we have got the right buttons and the right tools and the right process for the folks running the front office. So, it’s just seamless and makes their lives easier.
So, that’s a large part of it. And then it’s just education. A lot of customers have capabilities that they just don’t know about or haven’t been taught how to use. And so education will be a big part of our push once our new GM is onboard to kind of have the full featured solution integrated or that will fit easily into the workflow, educate them how to make it happen, educate them on how to transition from potentially a different partner, and give them tools that make it much, much easier. So, that’s the game plan. That’s what I think we need to do.
Mark Schappel: Thank you. That’s helpful.
Operator: Thank you. And our next question is from Tyler Radke with Citi. Please proceed with your question.
Tyler Radke: Yes. Hey guys. Thanks for taking the question. I wanted to go back to the comments you made on the partnership side, particularly, with some of the practice management software providers. Can you just talk about what you are doing from an incentives perspective to get those partnerships aligned? Are you kind of co-selling credits? Are you hiring more partner specialists to get this going? It certainly sounds like a big opportunity, but just curious on the things that you are doing to drive those partnerships forward.
Brett White: Sure. Hey Tyler. I think it really starts first at just the company philosophy. And we have made it very, very clear to our team that we are interested in win-win partnerships. And we have hired, we have got Marcus Bertilson, who is now our Chief Operating Officer. He is hired, a great head of strategic partnerships who totally gets it, totally. He has a very keen sense on how to develop win-win relationships with the different partners. So, once you kind of, as a company, build that philosophy, then you can impart that philosophy on the potential partners, the PMS providers, so they don’t see you as a competition. Their customers want to be integrated with their product. So, we do have to convince them that we are not a threat to their core business.
We don’t want to be in the PMS business. We just want to partner with them so we can get a win-win for their customer, works for them, works for us, so that’s number one is philosophy. We are working on different angles. Some are integration agreements. Some are integration agreements plus co-marketing where they can sell our product. We are working on a number of different opportunities. We are working on arrangements where we partner on payments. So, really just the big change, I think is kind of getting partners comfortable that we don’t want to be practice management software company, and we really want to have a win-win relationship. And that’s, I think – and then we agree to it, we commit to it, and then we actually demonstrate it.
