Nate Swan: Yeah, so from a – there’s probably multiple ones of us that can make comments here. I would say the – from a sales perspective, we are always doing our account planning exercises. The nice thing is that we at Forrester have multiple personas in multiple areas that we can go into. Typically, we believe our – well, we believe our biggest opportunity is that growth through account expansion into these accounts. We are typically in one to two buying centers and have another three to four that we feel we can comfortably go after. And so, as we do our account modeling and our account planning, we look at where is the next most logical place to go based on where we’re currently at.
George Colony: As you know, Anja, Forrester decisions was designed for expansion and wallet retention. And, Nate has put a lot of focus on that in the salesforce this year.
Anja Soderstrom: Okay. Thank you. And then I have one question about your share buybacks, nice expansion there. Given what you’re trading now and this being a transition year, do you think you’re going to be more aggressive or what’s your approach to buybacks?
George Colony: Yeah, I think as we’ve discussed this in the past, Anja, we obviously evaluate best uses of cash, right, including keeping positive drive for optionality. And I think we along with the board, felt it was a good opportunity to purchase shares in the first quarter, and we’re comfortable with the current volume, and we’re going to continue to look at it and be opportunistic as we move forward in the year.
Chris Finn: That’s why the board expanded the buyback.
George Colony: Exactly.
Anja Soderstrom: Okay. Thank you. That was helping me.
George Colony: Thanks, Anja.
Nate Swan: Thanks.
Operator: Thank you. And I show our next and last question comes from the line of Vincent Colicchio from Barrington Research. Please go ahead.
Vincent Colicchio: Yes, I’m curious, how would you characterize the sequential change in the CV business pipeline from last quarter?
Nate Swan: CV pipeline is growing, so we put a major focus on it. Really, Vince, if I look at the sales organization, the big priorities for us are upscaling, so that we can call on those more senior executives now that we’re in the middle of that process. We are expecting people to make more calls to higher-level executives, so therefore we expect to generate more pipeline. The sales game is a math game. How much retention do you have? How much growth can you build to start going forward? And so, we are very focused on driving more pipeline in the sales organization, and the sales organization is responding really well. They’re excited about it. hey believe that they have opportunity. And so, we believe that the pipeline growth will continue and we’re measuring that on a weekly basis.
Vincent Colicchio: And Nate, is the progress towards selling to more senior people meeting your expectations?
Nate Swan: Yeah, I think so. I think the sales organization’s really leaned in. We are moving from this enterprise access to Forrester Decisions. They’re excited about that. That’s where our analyst community spends their time. That’s where they want to be. They’ve really embraced the methodology change that we’ve gone to. We’re in the midst of that rollout right now. And so, I think they’re very excited, because salespeople, they want to be successful in their roles and they know this is how they’re going to be successful.
George Colony: And the methodology change is really focused on helping salespeople to be more influential, have more insight on the client. And that is very relevant for going high.
Vincent Colicchio: And, was consulting weak across the board, or were there any pockets of strength, such as perhaps generative AI projects?
Carrie Johnson: Hi, Vince, it’s Carrie. We did see interest in projects like generative AI and, of course, during these times clients also come to us to do some cost optimization type of work, just looking at their, say, legacy IT portfolio as an example, right, things like that. We do a mix, our consulting business is a mix of what I would call – what we call strategic consulting, and then there’s some demand gen work that we do like our TEI. And as you can imagine, in the demand gen space is where we’re heavily dependent on the high-tech area. That’s where we saw some weaknesses in some of those types of products.
Vincent Colicchio: And Chris, any help on the cadence of revenue and earnings through the balance of the year? Q2 is usually a good, strong quarter, but with just wondering if we should see any pattern different from seasonal trends we’ve seen it in the past.
