So I would say there’s a little bit of recycling that has happened. Simply because our priorities are so focused on the right side of the balance sheet. So — but there isn’t any other notable thing to talk about other than the C&I hires that started, I think this Monday, If I’m not wrong?
Tom Cornish: Correct.
Raj Singh: Yes.
Tom Cornish: We’re always consistently trying to improve the mix and talent of the people that we have. I mean, that’s a constant process of talent management is continuously working on attracting the right talent, and you always will have people that are not meeting whatever standard we set. And also having the discipline to make those mix changes is important.
David Bishop: Got it. And then in terms of deposit success story this quarter, years, Raj, or Tom or Leslie, can you attribute some of that to Texas? Are you starting to see that contribute to the bottom line. And I don’t know, had you disclosed the dollar amount of the deposit pipeline if so? Just curious, where that stood relative to last quarter?
Tom Cornish: I would say when you look at — it’s now — the C&I portfolio, in particular, is so granular across the board. I would attribute it more efforts in certain segments of the loan categories in C&I. If I look at what grew for the quarter, we grew what I think is really kind of core parts of our business strategy, which was manufacturing, wholesale trade, logistics, international trade because of the markets that we’re in, Healthcare had nice growth. Those are really the fur segments of the C&I portfolio that grew most, but it’s across — it’s a little bit across the board in every segment that we’re in. We’ve seen good growth in what I would call our more traditional long-term markets, and we’ve seen nice growth in the newer markets that we have opened up over the last few years.
David Bishop: And was that also translated to the deposit side in Texas?
Tom Cornish: No, no. And typically, again, back to this word mix that we’re using a lot when you start off a new office, generally, the relationships tend to be more loan-oriented and over a period of time, you’re able to then expand what you create — reputation in the marketplace you create some critical mass. Any time you enter a new market, it’s a multiyear strategy to fully develop that market out. And markets that we want to go to are attractive and competitive. We have not been able to find any attractive and noncompetitive markets to go to, Raj keeps asking me to find one, but I can’t seem to find one. So it takes the right talent and time to build these. They tend to build faster on the left-hand side of the balance sheet to the right-hand side of the balance sheet.
David Bishop: Got it. And one final question. Leslie, the tick up in special mention loans, just curious if there’s any segments or industries that you’d call out to drive that increase?
Leslie Lunak: Yes. No, there really is nothing in particular to call out. I think this looks to us more like normalization of credit there don’t tend to be any particular portfolio segments where we’re seeing signs of trouble. And the other thing I’ll say is that we don’t really — at this point in time, we don’t really see any real loss content in any of those assets that migrated to special mention.
David Bishop: Got it. Appreciate the color.
Operator: Thank you. [Operator Instructions] Our last question is going to come from the line of Samuel Varga with UBS. Your line is open. Please go ahead. All right. We will go ahead and I will go ahead and hand the conference back over to Raj Singh for any further remarks.
Raj Singh: As always, thank you very much for joining us and listening to our story. We feel pretty good about where the bank is and the progress that we’ve made in a very short period of time. We look forward to speaking with you again with a lot more information in 3 months. Until then, stay safe. Thank you. Bye.
Operator: This concludes today’s conference call. Thank you for participating. You may now disconnect.
