So, we are working to give you that average order individually, and we expect within the next 90 days to start to be able to give you more insight on what that looks like.
Jonathan Matuszewski: That’s really helpful. Thanks for the color there. And I guess my follow-up question, just on the cost actions, congrats on the progress so far in moving towards that $45 million annualized target. Maybe just any more color in terms of what’s to come and how the remaining portions will be achieved without impacting business performance. Thank you.
Marcus Lemonis: Yes. So, the key element, and I will tell you that I couldn’t be happier having Adrianne as a teammate through this process, is really understanding from a headcount standpoint, revenue-generating, non-revenue generating, and how do we really understand how to do that? And people have said to me over the last week, how are you going to grow $3 billion brands and cut costs at the exact same time? It’s very simple. We have a very acute and hyper-focused silo in each one of those brands. And the additions that we recently announced, we made material cuts, unfortunate, very difficult material headcount cuts, to fund that. Every other cost going forward is selling the building, which we’ve received a couple of offers that did not meet our standards, we’re still working and hope to have an update here shortly, continuing to work ourselves out of unnecessary leases and unnecessary consulting and long-term technology agreements, and just improving the overall efficiency.
But when you look at expenses, there are other things to think about, like shipping expense, like return expense. There’s a variety of things that are out there. And I think the single biggest expense in our company is really people and marketing, marketing being number one. Chandra and Dave have a very surgical approach to ensuring, while we’re doing some branding efforts, to ensuring that the performance marketing is yielding them what they ultimately want because they’re given a finite amount of money. So, you should rest assured that Adrianne has put us on lockdown. You can’t order a pack of gum in this building. And I say that with severity because when we look at the shareholders’ dollars, we have been tasked and been given a financial incentive as a management team, to drive shareholder value.
And you don’t drive shareholder value by taking on debt or diluting your shareholders. You create shareholder value by delivering revenue, by delivering profitable revenue, by thinking about every single dollar that you spend and you squeeze it as if it’s your last dollar. And lastly, and most importantly, looking for ways to monetize the brands and unlock the dead assets. We don’t mention Pelion because we want to be difficult, but we are not going to continue to allow that asset to continue to deteriorate. We love GrainChain. We love tZERO, and we see the value in those businesses, but we haven’t seen the management of those businesses meet our expectations on the performance side. So, Adrianne and I have gotten more involved and will continue to get more involved because the exploration and the realization of value in those businesses is nothing more than additional seed money that our shareholders are giving us to either give them a return in one form, or reinvest in their business as they want it to be done.
Operator: Thank you. I’ll now hand the call back over to Executive Chairman of the Board, Marcus Lemonis, for any closing remarks.
Marcus Lemonis: Thank you very much for joining us on this call. We look forward to being out in the marketplace at conferences and meeting people over the next quarter, and we look forward to reporting our second quarter results and goals to you shortly. Thank you.
Operator: Ladies and gentlemen, thank you for participating. This does conclude today’s program and you may now disconnect.
