To me, team building is the acknowledgement that one team cannot do it all. I have a core platform team that is super knowledgeable about everything in the ServiceNow ecosystem. But they’re not knowledgeable about legal practices, facilities maintenance practices, that sort of thing. So we need to grow and upskill ServiceNow skills within those departments so that they’re able to have direct access to the platform to be able to update the things that they need. So, I’ve been able to do that. I don’t know if I made this up, but I call it a scaled resource. They’re basically a dotted line member of our team. They participate in our daily stand ups, they’re in all of our rituals, and all that kind of stuff. They’re basically an extension of our team. That’s pretty cool. Then the second thing, Sean, is about building a very strong team, is just acknowledging that everyone’s strengths and just realizing that we are better together than we are individually. That’s something that I really love because, like, Yuva, my BA, is different skill sets than Arpit and Ambuj, my devs, and they all have different skill sets than I do. But together, we really put that puzzle together. Now I want to ask—I’m going to go on to the next part of your question about, how do we use partners? We use partners at Avalara a lot and, Sean, I’ll be very transparent with you: early in my career, I was very partner-adverse. They were expensive. The handoffs were terrible. They come in, and then they leave, and then you’re holding this thing, and it’s not a good thing. I have pulled a 180 on that, Sean. I’m actively seeking out partners in all of our modules upon deployment because I need their expertise in the industry best practices.