Brandon Oglenski: Congrats on all the promotions. But John, I guess, as you look at 2023, you have had some leadership changes. You’re pulling back growth, as noted in the earlier remarks, since I think 2011, so how do you put this in context? Like what are the strategic priorities for the organization this year? Is it preparing for the MAX? Is it really giving some figure up? What do you want investors to take away from this year?
John Redmond: I mean you’re hitting on them, a couple of them right there. We get touched on it a little bit, but we’ve been starting in ’21, we started it in ’22, significantly invested in it, which was all of our, call it, our plumbing and electrical, all the package, if you will, we’ve been spending significant sums of money to make sure that we are at the leading edge of technology in all of our systems. So by the end we will be at that leading edge with everything and all of them turned on in operating. So all the system investments, Greg touched on SAP tracks, Navitaire, NAVBLUE that’s a heavy lift. You look at in ’22, for instance, we spent in the neighborhood of about $50 million alone on all the technology upgrades, if you will.
So that’s a big initiative, which allows us to do everything from Viva, that relationship to obviously operate and yield what we’re doing in a much better format. The Viva relationship is very strategic for us. We had to fix some of the technology in order to accommodate that. We reached to do that, and we’re in great shape to do that. Now we’re just waiting on all the regulatory approvals. Boeing in the MAX mean that’s well understood. We know it’s back-end driven, Q4 really driven. But there’s a lot of work that has to be done leading up to the receipt of any plane. So that’s all being done. So we’re — we like where we’re at. I mean the resort is an obvious one. We’ve been working on that for some time. We’ve actually had delays that have and longer than what it has taken to build it.
Obviously, I had nothing to do with anything we did, but we are scheduled to open that in ’21. But all of these are major initiatives that are driving major CapEx in the last 1.5 years to 2 years that we’re not going to see any revenue benefit from until the back end of this year. And BJ and Greg touched on that. But we are in great shape with all these initiatives. The team has done a great job. We have a lot of people focused on it. They’re working burning the midnight oil, as I say. But we like where we stand. We’re not falling behind on anything, and we’re well positioned to be able to absorb all of this significant growth that the Company has taken on with all these new opportunities.
Greg Anderson: And John, if I might add, and you hit on this in your opening remarks, and Brandon, maybe it’s already stating the obvious, but the airline is at the heart of everything we do, operational integrity, as I hope you heard in the opening remarks, number one, too, that’s top priority. And as John mentioned, getting a deal for our crew members, our flight attendants and pilots is at the highest priority our Executive Chairman, Maury Gallagher, continues to spend time or has been time trying to make sure we continue to move and advance this ball and get a deal done with our crew members as soon as possible. So I know that probably went without saying, but — and all of that, that too is a very high priority for us as we think about ’23.
John Redmond: It’s very worth — very much worth reiterating, that’s for sure.
Brandon Oglenski: John and Greg, I appreciate that. And I guess specific to the growth this year because you had been planning for more. And I think, Drew, you spoke to this a little bit, but is this really demand-related cost related or operational integrity, what are the constraints right now? Is it really pilot availability that’s constraining your ability to grow? Or is this commercial as well?
Drew Wells: The demand environment is still extraordinarily robust. So that is not a concern. We’re generally scheduling up to our first operational constraints in many months. That’s going to be our pilot headcount in others, it might be the number of available tails we have given our heavy maintenance lines and how we try to structure that with some peaks and valleys. So that’s primarily the driver. As we get into the back half of the year, in preparation for the first MAX deliveries, we will have to start pulling some crew members off the line to begin training in order to be ready to fly those as early as possible. So we’ll run into a little bit more of that being kind of the constraints as we get later into the year.
Greg Anderson: And Drew, sorry, I might add, and the team is going to tease me here, Brandon, because I use this term that we’re screen coiled and ready to go. And as you alluded to in your comment is that we plan for a larger organization. And so there’s some pacing items, crude constraints being one. But when those loosen up, if you will, I mean, you were spring coiled and ready to go. The infrastructure is going to be able to support that, and that’s how we’re viewing it long term. So we’re excited about that and we’re working towards that. But you may see next year or in ’25, maybe higher growth than normal like if you were to compare it to aircraft count because you’ll take the idea as you have the potential to take utilization of — so we’re flying 6.2, 6.3 hours per day per aircraft per day in ’23. If you take that up an hour, that’s going to obviously improve capacity as well. So I just want to make sure we mentioned that also.
Operator: And our next question comes from Duane Pfennigwerth from Evercore Partners. Your line is now open.
