And we continue to be agile in terms of how we think. So as we see variations in demand, we’re able to meet that opportunity. I think with respect to showrooms, for example, many of our showrooms are still a bit earlier in terms of their maturation. So I think there’s more younger showrooms in our cohort and I think there’s €“ we do see a lot of opportunities for leverage in SG&A going forward and setting the stage for multiple years of sustainable profitable growth.
Dylan Carden: And does that mean that by 2024, you think the maturity curve on retail will be better that it’ll allow you to pull back more on marketing that you’ll have sort of the HQ workforce in place that you need? Anything sort of why 2024 would be the inflection point?
Jeff Kuo: Yes. I would say that we think that there are opportunities for growing leverage in these areas. I would perhaps point also to over the last quarters from Q2 to Q3 to Q4, we have been reducing the deleverage in each of those areas. And I think that’s come from our disciplined focus on an ongoing basis, recognizing that we’re in a somewhat uncertain macro environment and being focused on ROI, focused on efficiency. And I do think that we see opportunities in each of those areas and that’s how we’ve embedded in terms of planning for the year, driving towards exiting, driving year-over-year leverage.
Dylan Carden: Which the body language there would be that you would expect more or less sort of continued linear progression in leverage or deleverage.
Jeff Kuo: Yes. I think there’ll be €“ there may be quarterly fluctuations, but that’s the overall direction that we’re managing the SG&A trend line.
Dylan Carden: Okay. I’ll save the rest. Thank you very much.
Jeff Kuo: Thank you, Dylan.
Operator: Our next question comes line of Noah Zatzkin from KeyBanc Capital. Your line is open.
Noah Zatzkin: Hi, thanks for taking my question. Just a quick one from me. I believe you mentioned a mall based showroom. So just in general, has anything evolved or shifted in terms of how you think about your approach to showrooms, whether it be location inventory on hand? I think in your commentary around that showroom, you mentioned a commitment to maintaining an asset light model, but just would you consider more inventory in the showrooms? Any color would be helpful. Thanks.
Beth Gerstein: Sure. So as it relates to us launching a mall based showroom, I think this is really building on the success that we’ve seen with ground floor locations and we have a number of ground floor locations right now that also builds on the success that we’ve seen with appointment driven, but also enables a browser, a customer that’s browsing as well. So given the uplift that we’ve seen there, we thought that certainly in some locations, some geographical locations, the mall based showroom makes a lot of sense. That’s really how customers are shopping. And so I think we’re able to take that appointment driven model where the journey starts online. They come to us in this very personalized curated experience. And behind the scenes, we’re also able to operate in a very inventory light way.
We have a lot of dynamic inventory management that is able to curate based on what the customer preferences are. So I don’t anticipate that’s going to materially change. We’re still going to be able to be very capital efficient, but want to make sure that we have the right product assortment for that browsing customer.
Noah Zatzkin: Very helpful. Thank you.
Operator: Thank you. I’m not showing any further questions in the queue. I want to turn the conference back to Beth Gerstein for any closure remarks.
Beth Gerstein: Thank you everyone for joining us today. We look forward to speaking to you when we report our first quarter results in May and look forward to seeing some of you at Shoptalk later this month.
Operator: This concludes today’s conference call. Thank you for participating. You may now disconnect. Everyone, have a great day.