Scott Barbour: And then I don’t think we believe that. No, we don’t believe that. it’s still kind of down — it’s just better than we expected. Scott said it, we thought that thing was going to be down 25% or 30% and that being down 15%. I mean that — and with that kind of mix effect, that kind of profitability given this kind of actions I said that they took, and that was really nice and well earned by us, I think, in that team. But let’s not read into it that this thing is going to — demand is going to come off the charts here in the next 90 days or 30 days.
Scott Cottrill: It’s just not as bad as we thought it was going to be.
Scott Barbour: This is not the best. And I kind of said it, but we’ve been trying to describe it. The pipe business really performed — mix was a little different, but exactly the demand at the end of the day, the volume that we thought going into the quarter. And we’ve done a nice job of executing against that. But Infiltrator better than planned from a demand standpoint and execution standpoint. Allied Products, which you all know is a very nice line of products for us, better than planned. from a volume, pricing execution standpoint. So this breadth of product line we have here really worked to our favor nicely over this past quarter. I think that will repeat in the second but…
Scott Cottrill: We said a lot through that — those comments, but I think just for kind of everybody, we’re happy with in the quarter. It was in line with our expectations. Again, Infiltrator better than we thought. But through four months of the year, we’re not ready to declare victory yet. There’s still a lot of uncertainties in the market, and we’re going to continue to execute our plan.
Operator: Your next question comes from the line of Josh Pokrzywinski with Morgan Stanley.
Josh Pokrzywinski: So Scott, and I’ll let you guys figure out which Scott I mean. Can we talk a little bit about calorie count between some of these mega projects, stimulus near-shoring, some of the bigger stuff versus your more run rate business. The only reason I ask is that I’m thinking kind of two dimensionally low rise along the ground, is a big chip plant in Texas or Ohio sort of comparable to half a dozen Walmarts in Florida because obviously, your guys’ content doesn’t necessarily shift around as much as some other folks out there. Any way to sort of dimensionalize relative importance or how much of your business you think some of the bigger projects could be once we’re a little further along here?
Michael Higgins: Yes. Josh, it’s Mike Higgins. I would say your analogy you just used is pretty spot on, right? So — would have on what you described like a chip development, semiconductor plant. We’ve used this analogy before, it’s for us, $1 million, $1.5 million worth of product, which is a big order for our guys, and we’re not kind of trying to downplay that. But if you took six or seven kind of typical Walmarts, those type of developments. The content of that is going to be about pretty close to the same, right? So again, as we’ve said in the past, we’re — and Scott said in the comments, we’re very hyper focused on these kind of manufacturing, industrial construction projects that are growing. We’re chasing those hard, got good line of sight on some of those.
We’re either tracking, quoting, shipping on some of those right as we speak. It’s just going to help offset the weakness that we see in that low rise, which in the end, for us, is where the volume of the activity is.
Scott Barbour: The preponderance of our business is in that Walmart.
Michael Higgins: Yes. That horizontal low rise…
