And I truly believe that is the case because of our product mix. So in areas like EWP and millwork and siding for instance, those are starting, there’s a lag, for example, which we’ve talked about in the past, which I think contributes to the numbers we experienced in Q3. Outdoor living products is one of those we’re absolutely focused on. But to your point, it could be something that a homeowner puts off maybe a quarter or two as they wade through their own uncertain – to the uncertainty of the market. But we are focused on it, and we’ll continue to push it. And we have multiple products within that outdoor living category that we can sell depending on the price point or what the American consumer wants.
Reuben Garner: And within your specialty categories, is there any, as we go into 2024 and beyond are there any areas where the inventory very bare in the channel that you’d have to rebuild or conversely any places where maybe there’s too much product and might be some pricing pressure going into 2024 in a software environment?
Shyam Reddy: No. Look, no, not at all with the supply chain constraints of ease. And as far as our inventory management muscle, we manage very strategically. We’re actively focused on inventory management to make sure that we have the appropriate inventory levels to meet our customer’s needs. And to the extent there are things going on in the market then we act very quickly to generate cash off the balance sheet in the appropriate manner. As evidence in our performance, year to date as it relates to working capital management, but I’ll sort of let Andy.
Andy Wamser: Yes, I think just the only thing to add, go to that a little bit more detail is just as we think about the inventory, through the first three quarters of this year, we’ve reduced our inventory about $120 million. I would say there isn’t that much more room to go. There could be maybe a slight incremental more as we go into the year end. But we think we feel really good about where our inventory levels are as we go into the New Year and are ready for 2024.
Shyam Reddy: Yes. Look, our strategy is to grow this business. And I really believe that the muscle we’ve developed around managing our working capital will enable us to do that very efficiently and effectively and smartly, quite frankly.
Reuben Garner: Great, thanks guys. Good luck through the balance of the year.
Shyam Reddy: Appreciate it. Thank you.
Operator: Thank you. Our next question comes from the line of Kurt Yinger with D.A. Davidson. Please go ahead.
Kurt Yinger: Great. Thanks, and good morning, everyone.
Andy Wamser: Hey Kurt.
Kurt Yinger: Shyam, I just wanted to stick on that last point in terms of being focused on growing the business. And I guess I’m curious, how do you kind of balance the desire to maintain the pricing discipline and margins and specialty with volumes? Just because the last several years, that’s been an area that’s lagged pretty consistently. I’m just curious whether you think you can do both or if that focus on the margin side might be a detractor going forward in terms of volume potential?
Shyam Reddy: Yes, thanks for the question. It’s a great one. I honestly, and I don’t think they’re mutually exclusive propositions. I think we can do both. We’re pricing competitively, like I said, by charging the appropriate price. Given the service proposition we offer, we do work very closely with our strategic customers and suppliers to make sure we’ve got great programs in place where we all grow together and build our respective businesses in a way that will create value for the employees and other stakeholders and our stockholders. When we talk about pricing discipline and margin, for example, we’re really talking about the capabilities to manage that pricing across all of our locations to make sure that the local transactions fall within our pricing guidelines and governance.
