Barbara Larson: So, let me go ahead and take that first question on early renewals. So, we had healthy customer base activity in Q4 as customers added new SKUs to their Workday footprint. And as part of that, many of the customers renewed early. And so we do see renewals move around from time-to-time, but just with the strength of customer base, we saw a larger impact this quarter and wanted to make sure we called that out. On your second question around what’s going into our guidance for subscription revenue next year. Really after a solid Q4, we have more visibility into our FY 2024 subscription revenue, allowing us to maintain the midpoint of $6.55 billion and narrow that $100 million range down to $50 million that we shared last quarter. So still very early in the year, and the guidance prudently accounts for the fact that the environment remains uncertain and consistent with what we’ve described over the last couple of quarters.
Keith Weiss : Got it. That makes a ton of sense. And maybe one big picture question for Carl. A question I’ve been getting a lot from investors is, what changes should we expect from Carl or what big impacts can Carl have on Workday and the company on a go-forward basis? And I have my answers, obviously. But I’d love to hear from the horse’s mouth, but I’d love to hear from you. When you look at this opportunity to take on the Co-CEO role, what are the big changes or sort of big improvements that you think you can make to Workday over the next year or three years or whatnot?
Carl Eschenbach : Yes, sure. So a couple of things. So as you know, I had a front row seat to the last five years as a Board member, and I had a good understanding of Workday, the business model and the opportunity. And what I would say is now being on Board almost a full quarter, right, the opportunity is probably even bigger than I anticipated. That being said, the company is doing a lot of things right. Just look at our results for the full year last year, our results for Q4. So with the executive team and our Workmates have done is pretty special. That being said, there are opportunities for us to get back to that 20% growth going forward. I’ve mentioned a couple of them earlier. So first and foremost, I think one of the things we’re doing around consolidating all go-to-market under Doug Robinson, who’s been here for 11-plus years, was a good move.
He now is responsible for everything from a go-to-market perspective, including sales, presales, partners, our industries and revenue operations were before that was broken up. So I am focused on driving operational efficiency across the company and across organizations. And we’re starting to see that play out already. The second thing I mentioned earlier is I just think we have a tremendous opportunity to grow the business internationally. Our performance internationally is I don’t think where it should be, but we’re going to really focus on it. We have new leadership in place, and we’re going to drive a different level of execution both in EMEA and across APJ. And I think that’s also important. The last thing, as both Aneel highlighted and Barbara and myself, we are looking for ways to optimize our workforce.
