Jack Fowler: Got it. That makes a ton of sense. And just for a follow up, like last quarter you guys had talked about having to revise your contractual commitments with one of the OEM’s probably through the end of the decade and today noted some further delays from Boeing. I was wondering when you would plan to complete the process of revising the delivery plan and if the plan to keep coming in delayed versus planned delivery, would you be subject to any form of compensation? Thanks again for the time.
John Plueger: Yes, we– in all of our contracts, we have very, very extensive economic adjustments built into those contracts for late deliveries. About the delays that we’ve experienced in the last two years and the ones that continue actually go beyond what we expected if you go back four or five years ago when we negotiated those contracts. So, the only thing I can tell you is that we’re working with the OEM’s every day to fine tune both the delivery delays and determining the exact deliveries will receive. And also addressing the economic part of this, and we’re looking out for the shareholders of Air Lease, we’re trying to maximize the delay compensation that we do receive and reduce the acquisition cost of these aircraft because of the delay in deliveries.
Jack Fowler: Got it. Thanks for that.
Operator: And your next question comes from the line of Steve Trent with Citigroup. Your line is open.
Steve Trent: Good afternoon and thanks very much for taking my question. I was intrigued to hear you mentioned sort of the strong organic growth you’ve seen as you build your fleet up to the large level that is now. As you move forward, from a high level perspective is there any possibility in your minds that you could look for other avenues of growth, could M&A at some point down the line makes sense for you?
John Plueger: Yes, thanks. Listen, we’re always looking at all avenues. We primarily focus ourselves and define good asset investing opportunities as opposed to buying other companies. However, we do evaluate every time something comes across our radar screen and ongoing M&A valuation is always a part of our ongoing strategic view and our analysis. So far today we’ve enjoyed great organic growth and we expect that to continue. But we are always optimistic especially at pockets of aircraft became available and that’s where we are, are very strong. I see us continuing that way, but if a very attractive M&A opportunity came aboard we would take a serious look at it.
Gregory Willis: And just add that John, I mean I think if you look back in time, I think given our strategy of buying in bulk, driving volume discounts from the OEM as we find that that’s been the most attractive way for us to acquire aircraft. And we when we look back through time all the portfolios and companies that have come up for sale and the price that they cleared at have resulted in — would have been diluted transactions to us. I mean I guess that John’s point, we continue to look at all opportunities as we see them, but it’s been a very high hurdle given the way that we have historically acquired aircraft to find accretive transactions for us.
Steve Trent: Okay, I really appreciate that. And just for the follow up, just very quickly appreciate the color you gave to the gentleman earlier on the Chinese market and in sort of the recent couple of years has there sort of been any change as well and in the body language in terms of doing business there? Being an American company when have you or do you feel that your existing relationships are still pushing you in the right direction? Thank you.
