Sprinklr at Citi’s 2025 Conference: Transformational Strategy Unveiled

On Thursday, 04 September 2025, Sprinklr (NYSE:CXM) presented a strategic overview at Citi’s 2025 Global Technology, Media and Telecommunications Conference. CEO Rory Read outlined a transformative three-phase plan, focusing on business optimization and growth. While emphasizing the company’s strengths, he acknowledged areas for improvement in execution and strategy. Sprinklr aims to leverage its AI-native platform to enhance customer experience and drive future growth.

Key Takeaways

• Sprinklr is in the transition phase of a three-phase transformation plan.
• The company focuses on Project Bearhug to engage top customers, representing 90% of revenue.
• Sprinklr aims for double-digit growth and improved valuation, leveraging its AI-native platform.
• CEO Rory Read highlights significant upside potential due to the company’s current low valuation.
• A cultural transformation is underway, targeting 55-60% employee buy-in to drive change.

Financial Results

• Revenue: Sprinklr is nearing the $1 billion mark.
• Valuation: Trades at 2 times revenue, suggesting room for growth.
• Customer Base: 149 customers generate over $1 million in Net Annual Recurring revenue.
• Cash Flow: The company maintains a strong balance sheet with substantial cash flow.

Operational Updates

• Project Bearhug: Aims to improve engagement with top 700 customers, enhancing renewals and satisfaction.
• CCaaS: Sprinklr has secured large deals, competing with established players, and expects major references by year-end.
• AI Native Platform: Integrating AI for better customer interactions across channels.
• Leadership: Most of the leadership team is in place, with a CFO search ongoing.

Future Outlook

• Employee Engagement: Targeting 55-60% buy-in for cultural change.
• Growth Strategy: Focus on scaling growth in CCaaS by FY2027.
• New Product: Anticipates a disruptive customer feedback management product.
• Acquisitions: Financial capacity allows for potential acquisitions to support growth.

Q&A Highlights

• AI Strategy: Sprinklr leverages AI to differentiate in CCaaS and other areas.
• Cultural Transformation: Focus on transparency and communication to engage employees.
• Customer Engagement: Deeper engagement with top customers is a priority to improve renewals and utilization.

For a detailed understanding, please refer to the full transcript below.

Full transcript - Citi’s 2025 Global Technology, Media and Telecommunications Conference:

Tyler, Co-Head of U.S. Software, Citi: Here’s Citi’s Co-Head of U.S. Software and counting down the last two sessions of the day. We’re excited to have Rory Read, the CEO of Sprinklr. You reported results just yesterday. Appreciate you, thank you for coming to the conference the day after. I’m sure you’ve been busy this week.

Rory Read, CEO, Sprinklr: Absolutely, busy on a transformation.

Tyler, Co-Head of U.S. Software, Citi: Exactly. Yeah. Not just this week, this whole year. Maybe it’d be great just to get an overview. I think you, it’s been about a year since you took over.

Since you took over, yep, a little under a year. What did you kind of set out to do when you first joined? How are we tracking against that? What are your goals from here?

Rory Read, CEO, Sprinklr: Yeah, I think one of the key things, Tyler, when you take on a transformation like this, you really want to lay out a game plan. I kind of look at it across three phases of a transformation. The first phase is around business optimization. You know, it’s really improving the execution, making sure you have the business management system, the capabilities. You want to make sure you’re building a company that can really execute more cleanly. You want to take out costs, you create that business management system, change the culture, you create better roadmaps, you create better execution. That’s all about that optimization phase. Most of that’s done in the first six to nine months of a transformation. Once that transformation is going, then you really focus on burning that in. That’s really the transition phase. That lasts somewhere between four and six quarters.

You do that business optimization work for the first six to nine months. These are overlapping. You go into transition phase, then you’re burning that in. You’re really creating the energy around the transformation. You’re getting the buy-in from the teams. You’re meeting all the customers. You’re understanding the dynamic. You’re leveraging the culture, the business management, the capabilities that you’re putting in place. From the optimization phase, you’re doing some reinvestment work, and you’re really kind of getting the organization fit to fight and ready to accelerate. That usually goes over like a four to six quarter transformation. I think transition period, the first half is a little more choppy than the second half. You’re looking for a bend in the business as you move through that transition period.

As you come out of that transition period, you move into the third phase of the transformation, which is really around acceleration. I think the acceleration work is really focused on now I can invest heavier into the go-to-market, the marketing positioning. You add structure and capabilities to accelerate your growth as you come out of that first bend. That’s really the three-phase approach that I’ve applied across seven transformations I’ve done in my career, most recently at Vonage. If you listen to Vonage’s first five or six earnings call, you’ll hear exactly the same messaging. I’m following that same playbook I’ve done seven times before. I think that, if you reflected on the first nine months, I think I’m right where I would expect to be. I’ve done the optimization work. I’ve set the culture. I’ve set the strategy. I’ve got the organization moving in the right direction.

I met with over 250 customers around the planet. I’m getting direct feedback on how to make a better Sprinklr. I’m seeing better business management and metrics, and now I’m beginning to burn that in. The first half, a little bit more choppy than the second half. As I talked about in each earnings call, I expect that we’ll start to see a bend in the business in that 3Q, 4Q, 1Q timeframe. I think it’s kind of progressing the way we would expect. What’s really encouraging, I love the technology. The platform is AI-first. It’s AI-native. It’s been using AI for now for the past eight, nine years. Huge amounts of unstructured social data was foundational. Now it’s one platform across CCaaS, customer feedback management, digital support, all of the social leadership capabilities, all of that in place.

I think you’ve really, if we execute better and we really implement better, we’re going to see dramatically better execution and better results.

Tyler, Co-Head of U.S. Software, Citi: Got it. Okay. That transition phase that we’re in, you know, that’s kind of the longer part of this journey. What, I guess, what sort of underpins that bend in the business that you’re expecting? Is this kind of more on the go-to-market side? I know there’s various initiatives like Project Bearhug, for instance, but just help us understand, I like that, you know, where we are.

Rory Read, CEO, Sprinklr: Yeah, I think if you think about that transitional period, you really are looking to improve all facets of the company. In a transformation like this, in a turnaround, it’s all about incrementally improving the performance of business. It’s a day-by-day thing. Every day you’re looking to make incremental progress across each function. I’m looking across the product area that my roadmaps are highly reliable. I’m delivering on time. I’m adding great innovation and new product capability. I’m creating more maturity in my enterprise process. I’m putting our support structure on Sprinklr so that we have a full, robust global support structure. I’m looking at creating a culture inside of Sprinklr that’s focused on enabling a focus on customer obsession. The customer wins, we win. I’m looking for accountability. Accountability, I do what I say and I own what I do. No silos. It’s about teamwork and collaboration.

It takes a village. I really focus on building trust, building trust with those customers. I get that go-to-market. You think about our business. If I properly cover the top 700 accounts, I cover 90% of my revenue. My biggest challenge is really growth and making sure my renewal rates are strong. I think that’s been a bit neglected over the past three years, and they’ve had kind of a slowdown in that space. What we’re seeing is with the focus on Project Bearhug, which is a go-to-market initiative to get deep with our customers. First, we’re targeting our largest customers, and then those with the most interesting renewals that are coming up and putting in the business management so that we know the health of the account, what’s the adoption, what’s the usage.

We look at all of the renewal data, and we know now four quarters out, all of our renewal activity. Are we engaging that customer in a powerful way that’s changing the way they’re using the tool and the structure of the solution? What I get excited about and what I’m really fired up about Project Bearhug is that with 700 top customers, I cover almost 90% of my revenue. All of my early data is beginning to show that when I engage those customers, I only began this four or five months ago, I’m getting better results. I’m getting better renewals. I’m getting better utilization. I’m getting more adoption. I’m getting faster and positive customer satisfaction. All of them are pointing at a positive. The second thing I see is my pipeline building, pipeline generation. The company had some weak generation last year.

Our Q1 and Q2 pipeline generation, oh, significantly better, back to pre-Q3, Q4 levels last year. That gives me good indication for the second half. I’m seeing all the right data in terms of pipeline, my analytics around vectors and what I’m going to yield in terms of success and yield out of the pipeline, my results in terms of Project Bearhug, in terms of the impact that that’s going to have, Tyler. All of them are showing that the indications are in the right direction to show that bend is coming. I think that’s the key to really creating that energy. Each of those programs, whether it’s in the product area, the support, the implementation, the go-to-market, all of them are moving in a positive direction to make a better Sprinklr.

I think you’re going to see a fundamentally different Sprinklr when we get to the spring next year and summer.

Tyler, Co-Head of U.S. Software, Citi: Yeah. I’d love to just kind of hear some anecdotes of, you know, some of these large customers. I know the traditional Sprinklr usage, a lot of this was for social media monitoring and, you know, CX and contact center was a big push. When you’re engaging these customers, what are the pain points that they have? How do you translate that into a better outcome for Sprinklr, in terms of new products, retention, et cetera?

Rory Read, CEO, Sprinklr: I think one of the key things you have to think about with Sprinklr, this is an AI-native platform. On top of it, it’s the historical core marketing MarTech stack. It’s that social leadership, broad channels, marketing insight, marketing placement. It’s where the company originated. We are building out CCaaS over the last three years. CCaaS, we’ve been very disruptive. We’ve won huge implementations, thousand seats, 10,000 seats. Those implementations are going well. Since I’ve come in, we’ve improved our execution. I believe that we’re going to have all of those major customers as potential references as we get to the end of this year. Where we’ve had challenges in the past around execution and delivery, I think we’re in a position where we’re going to see that really kind of continue to improve, and those customers are going to accept that.

We’re introducing, and we have a leadership digital support structure. We’re introducing customer feedback management. We have the social commerce, conversational commerce activities. All of those fit together. If you think about that, you can knit together the most powerful voice of the customer across a single AI-driven platform. In three years, how did we win 10,000 seats with some 10,000 seat implementations in CCaaS against competitors that have been in the space for 20 years? Because it’s a disruptive, differentiated, AI-driven solution. They’re excited about it as we become better at executing it. They like the solution. When we get it right, we get large customers, $10 million, $20 million, $25 million plus a year NAR customers. That’s powerful. We already have 149 over $1 million NAR customers for just a relatively small, one bill, little less than $1 billion software company.

This says there’s an opportunity for us to sell into social, sell into digital deflection, sell into CCaaS. Once we’re successful there, I think there’s a C-level discussion that says, "Hey, I can create you across this platform, a view of the voice of the customer across all channels, so that you can see and leverage that customer interaction across discovery, commerce, support, service, in a way that’s truly differentiated." We have customers that are taking us global across those vectors, at scale at this point. We’re starting to see that in terms of the increase of our service activity that are setting up several of these large, transformational projects with some very large customers. I think it’s a cool time.

Tyler, Co-Head of U.S. Software, Citi: I’d love to talk a little bit more about the CCaaS stuff, at least because there’s some big deals there. You know, talk about the 5,000, 10,000 type seat deals. Like, are you displacing kind of the full stack there? Obviously, you got voice and routing, et cetera. Like, where kind of come in?

Rory Read, CEO, Sprinklr: Supporting the whole nine yards. One of the things that makes it powerful is that it’s one screen. The screen links you across and that agent is able to see all that information across those functions on one platform. They get all of the AI capabilities to create intelligent collaboration around co-piloting, around nudges, around not nudges, and around creating that kind of one screen where they link together seven, eight, ten different solutions today. When you get that implemented, the feedback from the agents is very powerful. We combine that with a deflection technology to drive to digital support and lower cost channels. You get the better, intelligent collaboration with the agents, which is through more of the co-pilot and developed through our AI studio. You get the whole agenticable capability to drive them to the digital lower cost solution.

You get cost saving, you get the voice of the customer, and you get the capability to do it on one screen. That’s what the agents like. The cost savings are what the owners like, and the best or better customer experience is what the business likes. That’s how we’ve been able to win in that space. Now we’ve hardened that and we’re improving our enterprise maturity. That’s our focus. We’ll turn on the spigot more aggressively as we go into FY2027. We’re growing very well in that space, but we can grow even faster. I wanted to make sure we got our processes in place, our support capability, that we got the structure in place that would enable us to really capture it.

Tyler, Co-Head of U.S. Software, Citi: Got it. Okay. On the AI front, you referenced just kind of the origination of Sprinklr and how AI was kind of built into the platform from an early days perspective. How are you seeing customers just sort of evolve their, I mean, you know, one of the big concerns out there is that AI is disrupting a lot of these software companies. How have you seen that in the conversations with Sprinklr?

Rory Read, CEO, Sprinklr: Yeah, you know, it’s interesting. I’ve been in the technology space now for 42 years, over four decades. I’ve seen seven huge technology waves: mainframe to client server, client server to the internet and dot com, mobility. I’ve seen cloud. I’ve seen a whole series of activities. AI is the next big wave. It’s an important wave. It’s going to play an important role for the next five, ten years, and the next 20, 30 years. These waves do not displace the other waves. IBM still makes a huge amount of their profit from mainframes. Cloud is a huge player. There are streams and the waves are built on top of each other. At the point that these new waves come out, there gets to be an overhyped situation usually where everyone thinks they’re going to take over everything. It’s not a binary discussion.

Oh, remember in dot com, there was not going to be any more brick-and-mortar solution. They were going to take over the world and everything was going to be dot com and it was going to be internet. That didn’t happen. There’s plenty of brick-and-mortar, actually more of it in some cases. Is dot com and the whole internet an important factor and driver now for 30 years? Absolutely. It will continue to be. Same thing on AI. Everyone believes that it’s going to completely displace everything. Wrong, not going to happen. You can go read reports today. Is it having the impact that it wants to have? Is it really manifesting exactly? Yeah, there’s going to be questions. As that euphoria kind of peaks, there’ll be an adjustment in evaluation, and then there’ll be a steady incline and growth of it because this is an important technology wave.

It’s not binary and it’s not going to replace things. The companies that are going to take advantage of this, take this AI and embed it as an AI-native solution, and they’re going to leverage the workflow and data to create a differentiated experience. Why am I winning in CCaaS with a three-year-old product competing against the usual suspects that have been there for 20 years? I can go in there and create a better experience with intelligent collaboration for the agent through co-piloting and our AI studio work. I can do the agentic work on top of that to deflect and drive to lower cost channels. I get cost saving, better experience for the agents, and I get better experience for the customers. That’s how to best leverage this. A bolt-on is going to make some fast progress, but it’s not going to fully leverage.

Everyone says that software is going to be completely displaced. It’s the same discussion as brick-and-mortar during the dot com phase. It’s not going to happen. What’s going to happen is those that have it embedded and truly, as an AI-native platform, have a definitive advantage to take advantage of this technology wave. I think Sprinklr is that kind of company. It’s a company that was built on this technology for eight, ten years now. We’ve now created this platform and this very relatively small billion-dollar company that now can leverage that across this spread. I think that’s a really interesting outcome. When I meet with customers, they’re excited to leverage the investment that they have. We’re bringing that solution. We’re seeing rapid uptake in terms of the implementations of our social AI skills, AI capabilities in the CCaaS. That’s why we’ve won these accounts. It’s a three-year-old solution.

How did we win 10,000 with the largest company? Because it’s a differentiated, disruptive AI-based solution. You take that and you combine that and say, okay, now on that single platform, Mr. Large Enterprise or Mrs. Large Enterprise, I can knit that whole customer experience and voice of the customer across all those channels and show you every experience your customer’s having. You know what that’s worth? That’s worth gold. That’s a defendable moat. That’s something that very few people can do. Cloud can do it, maybe, but it’s going to be lowest common denominator. You’re going to see it in a couple of players like Salesforce and Adobe are going to try to do it. In the customer experience, you look at who we compete in social, they can’t do anything but social. What can Qualtrics and Medallia do in the customer feedback?

A little bit of customer zero data, but I can link that with social feedback, digital CCaaS, CCaaS players, who they’re going to get the data from. I can show the entire voice of the customer across that, and I can suck it in from each of those into one platform. I have customers very interested in that space. That I think is the next wave of unified customer experience. I think we’re very well positioned.

Tyler, Co-Head of U.S. Software, Citi: Got it. As you think about the growth potential of the business, you talked about some very large customers and just highlighting the scale in which you can operate. How would you sort of size the opportunity for Sprinklr? You know, a billion-dollar business today, like where can this business grow?

Rory Read, CEO, Sprinklr: Yeah, I think what’s really interesting about this company, iconic brands, huge enterprise, the best of the best in technology, and they like the solution and the technology scales, and it’s very progressive. I think Ragy and the team did a beautiful job in that space. I think we improve our execution, our go-to-market, our delivery, our culture, our execution. I think there’s significant upside. This company trades at what, 2 times revenue? That’s low. If you get that, I can stretch out the bottom at any time. Our bottom, you know, has improved significantly with the cost optimization that we did. I want to make sure that I’m also investing to get growth. You got to move into double digits. You got to get that into a healthy space.

There’s no problem, no question I can do that in CCaaS, but I have to do that across social, which was neglected for a period of time. You know, can it be a billion-dollar company? For sure. Can it be a billion dollar and a half? I’m hiring the leadership team that will be here for the next three, four years that have that scale and experience to grow that business that way. We throw off a ton of cash. We have a pristine balance sheet. We can acquire other assets and other combinations. The key to unlocking this in the tactical timeframe is improving execution, deeper engagement with our customers, being trustworthy, being a company that does what it says and owns what it delivers, and making sure that we’re creating the value for the customer.

That will open up faster growth, both for the social platform, the digital support, the customer feedback management, which is a new product I think will be very disruptive, and the CCaaS, which was off to a very good start. You combine that and you say, where can this company go? If you’re in a rule of 40, somewhere in the 30s, some of our competitors, some of the players in the software space, I could better trade in that, what, 4.5 to 6 times. That seems like some significant upside if we execute well. We’ve done this before at companies like Vonage, Dell, Boomi, at Lenovo, at AMD. All of those companies have gone through these transformations and they’ve come out the other side in a much better place.

Tyler, Co-Head of U.S. Software, Citi: Right. One of the areas you emphasized earlier was just around culture. Obviously with these transformations, you can have personnel changes and sort of responsibility changes. How would you evaluate where the culture is now, where you want it to go, just in the context of employee retention and attrition?

Rory Read, CEO, Sprinklr: That’s a great question, Tyler. If you look at these transformations and you think about it in terms of the journey, right? I told you it’s three phases. You do the business optimization, you go get that burn, then you go into a burn-in phase, the transition, and then you begin to bend the business and you go to an acceleration phase. You’re really trying to win the culture of the company. You’re doing the same thing with customers because you want them to be excited about Sprinklr. I hear from them talking about they see a different Sprinklr. I’ve met with over 250 of our customers directly multiple times over the first nine months. They’re telling me they’re noticing a different Sprinklr. On the team member side and within the company, when you take over a transformation like this, 25% of the company is very excited.

They come along for the journey on day one. They’re excited, they’re energized, and they’re ready to go. If you, on the other side, about 15% of the company is negative. They’re not positive. They’re not going to change. You could say, well, Rory, just fire them and get rid of them. Not the right answer because, by the way, they have some of the best ideas. They have a contrarian view, and you want some contrarian view and some really good ideas come out. It’s the middle 60% that you have to win over. I saw this when Lou Gerstner did the transformation at IBM. You’ve got to get to about 55%, 60% of the organization, 25 plus another 30, 35 to come together. Then it becomes a flywheel where they actually talk to each other and they recruit each other and they become change agents.

When they talk in the pantry or at the water cooler or online, they begin to talk about a different Sprinklr. I’d say we’re about nine months in from the 25%. I think we’ve gone now to about 45%, the high 40% buy-in. I think over the next six, nine months, I get to that 55%, 60%, and it becomes a self-fulfilling engine. I’ve seen this at every one of the transformations, and that’s the key. Once you get there, it starts to feed on itself. Once you get in that 55% of the organization, they start to recruit and drive the whole organization. I’m getting close. I think I’m maybe five to ten points from getting to where I need to be. It’s definitely, that’s a real boost because then the whole organization, I can’t be in every meeting. They become the voice.

They do the, you know, the driving. They do the recruiting. They act very differently in front of the customer. They see the future and they begin to talk about it that way. That’s where we’re headed.

Tyler, Co-Head of U.S. Software, Citi: Okay. Other than maybe inertia and just the way people are used to doing things, what are some of the biggest roadblocks to getting more people over the line?

Rory Read, CEO, Sprinklr: I want to, you know, they want to see proof points. One of the things I do is I spend a disproportionate amount of time meeting with leadership teams, with staff members. We do a company all-hand every month. We have open 30 minutes where we cover the strategy, the business. We also have open questions where they vote up the questions. I don’t manage the questions. It’s anything they vote up and they vote them up, the top vote, they come off and I answer them and the leadership team. We want them to be part of this transformation. We want them to see it. We lay out the proof points in advance and say, this is what you should see next. This is what’s coming. When they see more of that, they begin to buy in and they say, okay, he told us about that.

You know, is our results getting better? Are we seeing an improvement in customer? Am I getting real talent to come and join? Is the customer reacting differently? Those are the things that give them the guideposts, the mileage markers that show them what and be open and transparent because we’re in this together. We have to create an organization that creates a different outcome. They have to be bought into this and they have to feel that energy. This is a transformation. It’s hard work. It takes time. When you’re in a difficult situation, keep moving, keep going forward. You’re going to get to the other side. We want to bring as many of those people with us as we can. That transformation of the scale takes time. Everyone needs to be patient. I’m nine months in. I’ve done this multiple times before.

Look at the other companies and see, and then see where we are over the next one, two, three, four quarters. You should start to see a very different Sprinklr, but as we progress through that, and definitely as we get to spring and summer next year, it should be a very interesting time for us.

Tyler, Co-Head of U.S. Software, Citi: Okay, great. As we think about the additional changes to, you know, in advance of that, because one to four quarters is, you know, a bit of a range, are there additional personnel hires? Obviously, CFO is a new kind of announcement that came this week. What other personnel or process changes kind of have to take place before you get to that run?

Rory Read, CEO, Sprinklr: Yeah, yeah. Most of the senior leadership work is done. I’m deep into the discussion on the CFO, probably down select. I do like to run each function before I do a replacement. I like to get deep into it, really understand what’s happening. I get to meet everybody. I get to help recruit them for the journey. I get to help understand exactly how each part of the business runs. I’ve run every part of the functions of the business in my 42-year technical career. I used to be the youngest person always in the room. Now I’m the oldest. I can’t believe I’m 63 years old with eight grandchildren. You know, I’ve been through a few journeys. I generally want to get the leadership team in place by my one-year anniversary, plus or minus a couple of months. I have most of that work done.

I think I’ve added some interesting players that add scale and expertise to a transformation that can run a much bigger organization. I think that we’re in a very interesting spot in terms of that. I think the CFO work, I really appreciate the work that Manish and the team have done. I think, you know, I’m deep in that search. I like I ran the sales organization for two plus months. I think something like that would be appropriate. It could be anywhere from one to six months. Like I said, I’m deep in that search. I like to run it. I like to get it all in place for my one-year anniversary, plus or minus a month or so, which is November 5th.

Tyler, Co-Head of U.S. Software, Citi: Okay, coming up.

Rory Read, CEO, Sprinklr: Yeah, it’s coming up. Not far away. I think I have it in the right spot, and I like where we’re going.

Tyler, Co-Head of U.S. Software, Citi: Great.

Rory Read, CEO, Sprinklr: A lot of work to do, and people have to be patient and see the progress they’re making. We’re making each day, each month, each quarter. That’s how they should measure it, and they should keep track of us.

Tyler, Co-Head of U.S. Software, Citi: Sure. I know we only got a couple of minutes left, so I just wanted to see if there were any closing remarks you wanted to make or anything you wanted to get across to folks that we didn’t cover.

Rory Read, CEO, Sprinklr: No, I just say this. I appreciate everybody’s interest in the company. I also appreciate you hosting us here today and being part of the event. We had a lot of interesting meetings in our one-on-ones, some very good discussion. I think that it’s an interesting AI-native-based platform that’s really in a unique position to knit together the vectors of customer engagement that will position us for future growth. I think that’s a really good place to be. I look forward to really leveraging the Bearhug work, the transformational activities to build a better Sprinklr over the coming months and quarters. This isn’t done in one day. It’s like if you follow baseball and you think about a .333 hitter, they get 200 hits and 600 at bat. That’s a Hall of Fame career. You can’t get 200 hits in one day. It’s across a season.

This is accumulated over the three phases of the transformation: business optimization, transition and burn-in, and then acceleration. I think if you look at how we’ve done it at many other companies, you listen to the first five or six earnings reports at Vonage, you’re going to hear exactly the same playbook that I’m running here at Sprinklr. I think that was a great outcome. This company has got great technology, iconic brands, really passionate team members, and really customers when we get it right that love the solution. Now, if we execute better and we create great innovations and leverage this technology and this platform well, and we really execute better, I think we can create significant value here as a company, and we can create real business impact for our customers. I think it’s a very cool time. Keep track of us.

Tyler, Co-Head of U.S. Software, Citi: We certainly will. Rory, thank you so much for your time, and thanks to the audience.

Rory Read, CEO, Sprinklr: All right, I appreciate it. Thank you.

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