What other products do they have in their arsenal that they should be selling their existing customer set, but they are actively researching for. And then third how do we take the $240 million plus people in the United States who have opted into our data cloud and help extend that to help them add new customers. All of that sits in the center with the CDP+. And quite frankly, we win well over half the engagements we go after in this category. It’s when people see what the CDP+ can do, they are generally blown away, and for us it’s also in many ways a Trojan horse. How do we get into the enterprise they start learning all of this incredible stuff about their consumer. One of the things I think most people don’t understand is, once they learn everything about that individual, they cannot activate to them in less they use the Zeta Marketing Cloud, because everything synthesizers to the Zeta ID that Zeta ID does not allow them to identify that individual outside of the Zeta Marketing Platform.
So, it’s one of the reasons we talked about the sales motion, which Chris does so eloquently where you start with a pilot and then you grow. Once again if you look at the 48 scaled customers we added this year, call it, two-thirds of them started small and then grew, and that is really a very powerful thing and the CDP+ is mission critical to that.
Zach Cummins: Great. That’s very helpful. And just one quick follow-up for Chris, really appreciate the free cash flow guidance that’s given for the Zeta 2025 target. When you are thinking about excess free cash flow, I mean, how are you thinking about allocating that to debt paydown versus stock buybacks versus maybe even incremental M&A?
Chris Greiner: Yeah. I mean the beauty of having a long-term plan in place is that, not only do we have quarterly gates that each of our business units make their way through it kind of releases funds. The same applies for multiyears out. Debt is becoming much more expensive today obviously than was a year ago. So that’s, it’s very topical and on our brain. We will continue to do small tuck-in deals as kind of been our legacy history. But otherwise, were going to continue to be very disciplined on investment rigor that we have had, David.
David Steinberg: And by the way, you could see us as we do some of these tuck-ins use a higher percentage cash than we had in the past, where we feel like we are getting far more leverage in a business that we can tuck-in grow dramatically. But we will make those decisions as we continue to go. And listen, the more cash we generate, the more flexibility we have as a company. Cash flow has been a key metric to us internally for many years, and as we look at the current market landscape, we thought adding an additional metric to Zeta 2025 made prudent sense where we believe at least 55% of our EBITDA by 2025 will convert to free cash flow. And to put it in perspective, we could paydown 100% of our debt in 2025 and 2024 from the proposed cash flow we are currently forecasting. But our net debt continues to be pretty low as a company.
Scott Schmitz: Thank you, Zach. Operator, next question please?
Operator: Our next question comes from Ryan MacWilliams of Barclays. Please go ahead.
Ryan MacWilliams: Hey. Thanks for taking the question. Are you seeing any differences to start this year versus how Q4 ended and any changes in customer interest across your acquire, grow and retain use cases? Thanks.
