Doug Robinson: I think that’s a great question, and the answer is a lot. And there is work to be done, more around strategy upfront, to really take advantage of the skills cloud, in and of itself, as an enabling technology. And so, you’ve heard us talk about how important partners are to our growth this year and beyond, we are partnering with some of the large global GSIs that you know all too well, who are really bringing that skill set, their IP around that change management and how to look at skills and through the lens of skills and anticipating skills needed five years from now or 10 years from now, as opposed to just job profile-based analysis of where to build out your teams. So yes, it goes hand-in-hand and both are needed to give a complete solution to the customer. Anything you guys want to add, Aneel?
Aneel Bhusri: I’d say it’s a one to two-year process. It’s not a simple journey. But coming out the other end, it just enables you to do business the way everybody is looking forward to doing business in the skills-based world. And I’d point to one of our biggest HCM customers, it’s one of our biggest partners, Accenture, they have done this for their own organization, and so they’re going around and using that learning to help our customers do it as well. But it’s a big investment and I think the payoff — but the payoff is huge.
DJ Hynes: Yes, makes sense. Thank you, guys for the color.
Operator: Our next question comes from Michael Turrin with Wells Fargo. Please proceed with your question.
Michael Turrin: Hey great. Thanks. Appreciate you taking the question and nice job in closing out the year. Barbara, given the change in accounting, you mentioned the useful life policy brings the operating margin expectation up to 23% for the coming year. Does that impact how you’re thinking about the longer term 25% margin target, $10 billion in scale, as we kind of trend line towards those, or anything you can add around just views and opportunities near-term for margin leverage versus longer term is helpful? Thank you.
Barbara Larson: Yes, thanks so much for your question. So, there’s no change to that 25% operating margin target at $10 billion. We haven’t updated our medium term framework for that at this time. When we provided that outlook, we weren’t factoring in this change in useful life assumptions. And while it has a near-term positive impact on our margins, the impact will reduce over time. So, the focus remains on driving profitable long-term growth, and that’s exactly what we described at our Analyst Day. And we definitely see opportunity to drive non-GAAP operating margin beyond 25% over the longer term.
Operator: That’s all the questions from Michael. Our next question comes from the line of Keith Weiss with Morgan Stanley. Please proceed with your question.
Keith Weiss: Excellent. Thank you, guys for taking the question. A couple of kind of cleanup questions for Barbara. You mentioned 1 percentage point benefit to the 24-month backlog from early renewals. Can you talk to — is that unusual? Because one of your peers talked about missing their guidance because they didn’t get the early renewal. So, to what extent were those early renewals already kind of in your expectations, or to what extent were they unusual? And then two, on the other side of that, how should we think about sort of the tightening of the range on the guidance from the 2017 to 2019 to the 2017 to 2018 after the outperformance that you saw in Q4? Is it adding more conservatism to the forecast, or was there some push and pulls of like the early renewals that we should be thinking about? Like is it a more conservative guide or are there other factors that we should be considering?
