Matthew Boss: Thanks, and congrats on the quarter and the nice improvement. So maybe two-part question. Jen, maybe relative to a year ago, could you speak to changes in customer behavior that you’re seeing across categories, just how you feel about your ability to chase trends this year in the back half given inventories in the supply chain relative to a year ago? And then, Mike, could you just elaborate on specific areas that you’ve identified so far, supporting the $25 million of savings for this year? And then maybe how best to think about the potential magnitude of savings into next year?
Jen Foyle: I would definitely say, Jay, that we’re in a fashion cycle. And it’s – we’ve been chasing – like I said, in women’s, they’re definitely moving a little faster. But we’re always going to take the position, though, that we are in this for the long haul. We want to have steady, definitely profitable growth, and that’s what we’re up to. So looking at this from a five-year perspective, a 10-year perspective, how do we do this year-over-year? I think we proved so doing that in Aerie, right? The many consecutive quarters of high double-digit growth, getting through COVID and some of the changes in the past couple of years, certainly, that’s changed the customer behavior in both brands. But we’ve been up to just looking at this, as you can see with our results, right, the profits and our net earnings are certainly from all the hard labor and the work we’ve been up to.
And I think now we’re really up to growth in both brands. I think we’ve repositioned American Eagle. As I mentioned, we have new store designs. We have marketing tactics that we’re really leaning into. We’re showing up differently with our marketing. I think better and — bigger and better, and we’re winning there. And I think the same for Aerie. And I think just really looking at both brands and making sure we have disciplines as what each brand stands for in the DNA behind each brand and making sure that we can get that incremental activity from our customer is what we’ve been up to. And I think we’re starting to see the early benefits from all the work the team has been doing. So that’s really it, Jay. I really – we have a lot of weeks in front of us to pull out this year, but I think we’re set up for success.
Operator: Thank you. Our next question comes from the line of Paul Lejuez with Citi. Please proceed with your question.
Paul Lejuez: Hi. Thanks, guys. Curious if you can talk about the profit improvement plan. And as you go through and do all that work, are you finding opportunities on the SG&A line specifically or is it mostly coming from cost of goods? And if you are finding this to cut SG&A, are you also discovering places where you maybe sort of under-invested, which makes it tough for savings to flow through to the bottom line? And I guess just big picture, when you threw all the profit improvements and accruing incentive comp at an appropriate rate, what do you consider the right base level of expense dollars for this business? Thanks.
Michael Rempell: Mike, are you having phone trouble? Yes? Paul, Mike is having some difficulty with his line now. We’ll maybe move on to the next question and then come back.
Paul Lejuez: Sure.
Operator: Our next question comes from the line of Jonna Kim with TD Cowen. Please proceed with your question.
Jonna Kim: Thanks for taking my question. You’re seeing nice growth in terms of digital penetration. Can you just remind us in terms of where the margins are on the digital versus stores and where that can go over time? Thank you so much.
