So, we went through a significant pipeline scrubbing process, and we saw pipeline decline to a certain extent. And, we’ve been able to, through the initiatives that we rolled out in partnership with marketing, accelerate our pipeline. So, we’re seeing momentum in pipeline again, but it’s highly inspected pipeline. So, the notion is that our conversion rates will continue to improve.
Taylor McGinnis: Great. Thanks so much. And, then my second question is just and maybe this will be partly tied to what you just said. But, if I look at the 1Q subscription rev guide, it implies a sequential decline after a sequential increase in 4Q and on the back of some of the improvements that you guys talked about. So, can you just maybe touch on what’s driving that, whether that’s weakness in the macro, some of the sales productivity softness? And, then as a follow-up, if we look at the full-year rev guide, so it implies an acceleration throughout the year. So, can you just provide some color on the level of NRR churn that’s embedded in that guide? Thanks.
Marje Armstrong: Yes, Taylor. Thanks for the question. So, as Andrew and Greg already mentioned during the prepared remarks, our Q1 churn remains elevated due to the customer decisions made over a year ago and that’s really what’s impacting Q1. But again, as discussed at length here, we understand the issues and we’ve put in place very, very clear management practices to reduce it. That is just taking more than a quarter just given how long these decisions are made in advance. And, that’s really what you’re seeing in terms of the guidance. And, when you think about just the progress in executing our growth reacceleration plan, there are building blocks to it and depending on the different metrics that we’re bending, it takes some time to gain traction and specifically to show up in revenue.
But, when you look at really our, as we talked about the conversion rates and in-quarter conversion rates, pipeline growth, overall improved execution and really even some of the churn accounts that we’ve already impacted for near-term, that’s really what’s giving us the confidence in the trajectory and really what’s underlying the guidance.
Taylor McGinnis: Great. Thank you so much.
Marje Armstrong: Absolutely.
Operator: Up next, we have Mark Schappel with Loop Capital Markets. Mark, please proceed.
Mark Schappel: Hi. Thank you for taking my question. Greg, I appreciate the update and the color on the sales organization. On that front, sales turnover has been an issue at the Company over the past 12 months to 18 months. Could you just address the pace of sales turnover that you’ve seen over the last quarter? And, maybe just discuss some plans you have with respect to keeping the churn low in the coming year?
Greg Randolph: Hey, Mark, thanks for the question. We’ve not seen retention issues, I should mean attrition issues over the last eight months since I’ve been here. In fact, we’ve rehired several people that left to Greener Pastures. And it’s been really encouraging to see some of those folks come from the [Darlene] (ph) kind of hip, modern point solution providers come back to the organization because they see the opportunity and they see what’s happening in the market. So now we are, like any effectively managed sales organization, we have set very high performance standards. And, so we are improving our overall quality of the sales organization through top rating. But, we have not seen any attrition outside of the normal industry standards.
Mark Schappel: Great. Thanks. And, then building on an earlier question, Andrew, with respect to the various product groups, what product categories or groups did you see the most interest from customers during the quarter? Was it like TMS or global trade, demand sensing?
Andrew Appel: Yes. So, I would say when we look at like the portfolio of our products, whether it be on sales or churn, we don’t really see a material variation across the products. So, they’re all equally in demand. We’ve looked at it very carefully. I think we take a client approach, not a product approach or that’s where we’re headed and heading. And, in that capacity, we continue to see a lot of demand for a lot of the solutions that we have.
Mark Schappel: Okay. Thank you.
Operator: [Operator Instructions] The next question comes from Chad Bennett with Craig-Hallum. Please proceed.
Chad Bennett: Great. Thanks for taking my question. I’m just curious, I think you had a bullet point in your press release about the growth in the e2open network. And, just curious on I don’t think I’ve heard in the last couple of quarters of how you’re thinking about potentially monetizing that network and what the opportunity could be there?
Andrew Appel: Yes. I think I’ll answer it a little broader than you asked, which is that I am a believer that when you have distinctive content or capabilities that you have to live in — we live in a very open, cooptation-based world. So, you can’t expect every client to want to act your distinctive content through your solution. And so, Pawan and I talk all the time about the fact that as we move forward, where we have distinctive content, eg. the network, e.g. our global trade business, then we’re going to be open to having it be sold by us through our front-end or having it be sold to somebody else through their front end as long as we get the value, resident to the content. And, I think that crop multichannel strategy is not the similar to the SI strategy in a sense that we partner with strategics to help them grow their business and to help us grow our business And, then if there are situations where they can leverage our content to grow their business as long as we’re properly compensated for the content, which is the bulk of the value, it really doesn’t matter whether it’s through the front end of how many or front-end of whatever SI wants to do.
Chad Bennett: Got it. And, then maybe just I think maybe a different way of asking the prior question is just on maybe from a cross-sell, up-sell standpoint, not necessarily just a point product demand standpoint. Are there a couple of the products, two or three of the products or suites that maybe early in the pipeline rebuild you’re seeing are naturally or should be cross-sold or up-sold more frequently and you’re seeing early demand for two or three products that fit together?
Greg Randolph: Yes. Thanks for the question, Chad. Look, our multi-tier supplier collaboration capabilities, as you know, are very distinctive in the market. And, what we’ve noticed when I joined the Company, there was somewhat of hesitation for the fuel sales force to go compete head-to-head on standalone planning deals. And, what we realized when we started positioning the combination of planning and execution from a multi-tier perspective that it was super clear that the market responded really well. So, we’ve made a huge focus on taking that to market. I think the other piece is, as you think about just from a logistics perspective, we have the global trade capability and our transportation management system. We’re seeing a unique opportunity to cross-sell. If a TMS customer doesn’t have global trade, obviously taking global trade to market and conversely a global trade customer that doesn’t have TMS taking those combination solutions to market.
