James Foster: Yes. Yi, thanks for that question. A couple of thoughts come to mind. We’re in a competitive market. And I think that is — that’s a good thing for cybersecurity as a whole to have multiple solutions and multiple options that allows customers to get educated on the problem set from multiple points of view. But as an organization, we’ve been working on this problem longer than our competitors. We’ve been focused on this problem longer than our competitors. And I think the market is really starting to take note of the differentiated capability set and our multi-pillar strategy within our platform. And it’s something that’s been asked for by our customers. When I think about innovation, we’re a customer-first organization and our path to innovation really is built on top of customer feedback and customer demand.
The competitors that we see, especially in the enterprise, just about every enterprise deal we do is competitive in nature. Come to this from maybe one of our pillars, maybe they’re a DRP pillar or threat intelligence pillar but what we see is some folks don’t feel like they’re getting the true value. We have threat intelligence companies that we displace on a regular basis, where our constant feedback we hear is they’re too expensive and we’re tired of searching for data or intelligence. We want to understand what’s actionable and we want somebody to help us take action immediately. We don’t want more work where we need to constantly search for answers. And I think our customers appreciate the proactive nature and protective nature of our platform as opposed to a search and find platform.
Yi Lee: That makes sense. And then I’m going to end off, Tim, on like 2 more financial questions, if I may, is like the breakup between your existing deals, we understand the macro conditions, right? Any percentage breakdown between new logos versus existing? And the last one is about the investments, you mentioned it’s going to be first half heavy — first half of fiscal ’24 heavy. You have about 800 Foxes at the moment. What’s your hiring plans, investment plans, et cetera? And that’s it for me.
James Foster: Yi, would you mind clarifying the first part of that question again.
Yi Lee: On the new and existing deals, like how much of the revenue generation is coming from new logo versus your existing customer base? And then the second part is your investment plans. You have about 800 Foxes right now, I was wondering your investment plans for the first half — throughout the year, actually?
Tim Bender: So yes. So if we think about like the revenue mix, again, I think it’s in line with our ARR growth that we talked about from new customers and existing customers. Most of our revenue does come from existing customers. We have a nice base. And we’re adding roughly maybe 100 new customers a quarter but if you think about that number. So it’s still mostly aligned to our existing base because we have a strong customer base in that regard. And then I would say maybe on the hiring plan, I mean I think our hiring without giving the exact numbers, it’s, again, going to be balanced where we need to see the growth in the company and support the growth. So as we grow our revenue, we’ll grow our services delivery commensurate with our margin to keep that in line.
Again, talking about adding moderate growth over the course of the year. And then I think G&A will kind of moderate as we become more mature. Sales and marketing is as we add customers and as we continue to grow, we’ll have to add capacity in our sales and marketing functions to handle new customers, handle our growth in customers and to drive growth for the upcoming and future years. And then R&D is just — we want to be balanced in our investment. Again, we have a strong and robust platform but as Foster mentioned, there’s competition out there. So we want to continue to innovate as well as keep our platform, strengthening, keep our strong platform as it’s a driver of our revenue. So, I think we’re balanced there. I don’t think we’re over investing in growth.
