Marje Armstrong: Yes. So in terms of churn, you know, as I mentioned in my prepared remarks we are taking a more conservative view on the second half churn, although we still expect second half churn to be better than first half, but the continuing pressure on freight volumes, rate and higher churn that we’re seeing in the long tail of small customer accounts is really the reason for the uptick. Greg has taken action in a very pointed focus on those smaller accounts with one point of ownership, but again, those changes will likely take some time. And you know, just to give you some color in terms of the long tail, you know, there are some – there is a variety of reasons for that. You know, many of those are sort of non-core duplicative products we’ve acquired through M&A and you know, we need to do a better job in terms of, you know, moving those customers to more modern platforms and the right products with a more tailored go-to-market approach around that.
You know, we know and we’ve identified the issues and we know what we need to do and Greg is closely partnering with, you know, the rest of the organization, everywhere from customer service to product to finance to take action. And we do expect that to bear fruit, but it’s just going to take a little longer, which again is the reason really for our more conservative approach to churn.
Taylor McGinnis: Great, thanks so much for taking my questions.
Marje Armstrong: Absolutely.
Operator: The next question comes from Mark Schappel with Loop Capital Markets. Mark, please proceed.
Mark Schappel: Hi, thank you for taking my question. Marje, in your prepared remarks around guidance, you noted deals being pushed out into next quarter and into next year. I was wondering if any of those slip deals have been lost to competitors.
Marje Armstrong: Thank you for the question. You know, I would say that we lose deals for variety of reasons. Many times during this period of sort of macro pressures and budget cuts, a lot of customers ultimately decide to kind of do things in-house and kind of maintain the current ways of doing them, you know, you have to remember that, you know, our solutions provide sort of an upgrade for those legacy or in-house products and many times those decisions are just delayed. You know, there are obviously select times we lose the customers as well. But I wouldn’t say that anything has notably changed on that front. You know, it continues to be the same mix of different reasons. And again, you know, in terms of the deals that we lose to competition, again, focus on go-to-market and the changes that Greg is making obviously will help us there tremendously as well over time.
Mark Schappel: Okay. Thank you. And then, Greg, a question for you. I appreciate your deep dive on the sales organization in your prepared remarks. Are you comfortable with the current sales systems in place? And are you comfortable with the current sales capacity at the company?
Greg Randolph: Yes, thanks for the question, Mark. Yes, I think clearly we have improvements to make to scale up this organization. You know, as you know, this company has been assembled, you know, by largely acquisitions and as a result, you know, the focus tends to be less on building scalable processes and systems to drive long-term repeatable top-line growth. And so, we are absolutely evaluating every aspect of what it takes to do just that. And we believe that some of the steps that we’re taking near term to begin that process or going to start to show momentum near-term. There are certainly things that we should do in terms of discipline around sales execution. Small example, you know, we’re literally, I’m leading a weekly call for 90 minutes to review all of the key strategic deals that we need to deliver in the second half.
And so if you think about the overall sales capacity, we have the capacity that we need in place to deliver once we get every single individual delivering at the level that we need them to. So we’re laser-focused on sales productivity short term but I’m convinced that over time, we will have complete clarity on the exact systems and long-term processes that we need to implement.
Mark Schappel: Great. Thanks. And then, one final question. In the few months or so, that you’ve been with the company, do you believe that there are any gaps in the product suite in terms of say, product integration or product architecture that could be contributing to the difficulty on the cross-sell efforts?
Greg Randolph: Yes, great question. Look, I’m – part of why I joined this company is because we have an amazing platform of capabilities. It’s a very broad set of capabilities that really are one of the only platforms that offer our customers end-to-end visibility in their supply chain, and I think part of the challenge that we faced in delivering that value proposition is that we have not done an effective job at equipping our sales organization with the proper messaging and value proposition and tools that they need to deliver that value proposition. So we’re laser-focused on that and I’m convinced, you know, we just launched that at Connect, Marje mentioned our big annual user conference two compelling new products, one called Connected Planning, the other called Connected Logistics that are incredibly compelling in the marketplace, I’m convinced that we have the products we need to drive top-line growth near term.
Mark Schappel: Great. Thank you. That’s all from me.
Operator: Okay. The next question comes from Chad Bennett with Craig-Hallum. Chad, please proceed.
Chad Bennett: Great. Thanks for taking my questions. So, I don’t recall, did you guys at the start of the year, end of last year, raise prices like most software companies are doing whether it’s inflation related or cost of living or whatever you want to call it? And can you give us a sense for how much you did if you did?
Marje Armstrong: Yes, thanks for the question. We have not – we haven’t publicly, you know, disclosed specific changes to our pricing, but, you know, obviously, we did also take price similar to other software companies. We haven’t previously quantified specific numbers.