Would you consider bringing in new employees if they became available or new equipment became available, how do you think about how much you’re willing to flex, but still not wanting to flex too much to where you’re hurting your existing customers or service?
Judy McReynolds : Well, and the reason I use that benchmark is because, that’s a good recent benchmark, I think what you see in a situation where we’ve got a better mix of core customers, is the quality of those shipments would be better, would be improved. But I do hear you and I feel like that we do have an opportunity to go beyond that. I wouldn’t think it would be a huge number of shipments beyond that. But in order for us to, add people and maybe make other types of investments, what I’d say is it would need to be good business. And we can see that, and we do have the ability one thing, and I know you’ve been around us for a long time, you remember is in the summer, seasonally, whenever we had, back when we had a peak season in the summer, I mean, we haven’t had a normal year in a long time.
We wouldn’t be able to use rail, and purchase transportation, we could flex up, we could not trade our older equipment, and add a third to the fleet. I mean, we have all those kinds of mechanisms available to us, again, for good business. And certainly, if our opportunities are there for equipment we were hearing from drivers and other employees. So, we know we’re going to have, an opportunity at resources. So, I think we got to just manage through all that look at the quality of the business and make a decision. But those variable levers I mentioned, they’re pretty easy to pull if you feel like you’re in a good place, and that allows you to grow beyond what I was suggesting.
Jeff Kauffman: And to the extent there are opportunities to add good employees and good drivers. How would that work with the union rules? Would it be a straight seniority dovetail and whatever they’d accrued at the other carrier kind of goes right into your list? Or does the new contract, kind of clarify how those types of situations would work if other good employees became available to hire?
Matt Beasley: Yeah, if other good employees became available, they would have to basically start over on the seniority side, they would potentially maintain their pension credits with Central States or whatever pension fund, but as far as seniority, wage scale, all that type of stuff that would basically be starting fresh, like any other new employee.
Jeff Kauffman: Okay, great. Well, thank you, and congratulations.
Judy McReynolds : Yeah, thanks. Appreciate that.
Operator: Our next question is coming from the line of Bruce Chan with Stifel. Please go ahead.
Bruce Chan: Everyone, good morning. And David Cobb and Matt congrats to you both. A lot of really good color on capacity and Yellow so far. So, maybe just to switch gears a little bit. Matt, appreciate the color that you gave on capital allocation and investment priorities. I don’t think I heard M&A in there. So, just wanted to ask, especially on the brokerage side, whether you’ve got any appetite for more M&A in that segment, or is the focus just going to be organic from here now?
Matt Beasley: Yeah, no, I appreciate that question. So, I would say we talked a little bit about the organic opportunities that we have, certainly, we always are thinking about capital allocation from a big picture approach, which could include filling in some capabilities in our business, on the M&A front. And of course, return of capital to shareholders. I don’t know. Dennis, if there’s anything that you want to add on that front?
