Kevin Hochman: Yes. Again, the momentum we’re seeing in the business, we think is sustainable. I mean it’s being driven by the initiatives and the strategies. Again, I’m not going to suggest that July or August performance is going to be the exact performance as you go forward. You do get in – the first quarter will have the largest and easiest lap year-over-year, kind of up and down the P&L, which we will be very happy to see the anniversarying of last year’s first quarter. And as you move into the second half of the year, you do have a little bit higher hurdles and laps to get over, but we’re very comfortable that we have the strategies and initiatives in place to get over those hurdles as we move forward and very comfortable and confident in the guidance we provided you today.
Brian Harbour: Okay. Thanks. Joe, could you maybe also just talk about labor costs. I know we still have kind of the investment coming in the first half, do you think that some of the initiatives you’re doing on retention, could be somewhat of an offset to that? Or on the flip side, do you think there is still other investments that need to be made?
Joe Taylor: So I’m going to be taking those in reverse. I think we’re very comfortable that we’ve made the investments that need to be made. As I mentioned that incremental $20 million of spend is the first to – the impact of the first two quarters is based on those investments that have already been put into the labor model. So, a good line of sight as to that. Again, I do think the initiatives on turnover are helpful. They do reduce a lot of costs related to over time and training and things of that nature, and major shout out to our operators who are doing a great job in moving those specific numbers, where we want to see them move as we go through this fiscal year. So again, I see some nice upside opportunities there if we can continue to work that middle of the P&L, as well as they are working in the middle of the P&L right now.
The wage rate embedded in our thought process I talked about is kind of that mid-single digit. So that’s – that’ll be the interesting one to watch as you continue to see year-over-year wage rates, if they stay in that mid-single digit range. Or if you start to see any kind of benefit coming out of that.
Brian Harbour: Thank you.
Operator: Your next question is coming from Chris O’Cull with Stifel.
Chris O’Cull: Thanks, good morning guys. Kevin, I was curious to get your thoughts on re-imaging existing assets. I’m just curious what can be done at existing units to kind of create a more modern environment, that kind of matches up to the look and feel you’ve created with the new menu and marketing campaign?
Kevin Hochman: Yes. So good morning, Chris. So what we’re focused right now is, we’re still focused primarily on repairs and maintenance of the existing fleet. So making sure that the equipment is in good working order, that the facilities are clean and well maintained. And so, we’re spending the majority of those dollars on that. We are doing some re-imaging of older assets where we tend to get a better return. So these are ones that have been touched on a long, long time, but it’s right now, I’ll just be candid, it’s not as big a priority as making sure the equipment is in good working order and the facility from a dining room standpoint looks, where it needs to be for guests. I think over time, as we continue to deliver results and accelerate progress, I think we’re going to look at that, but I don’t view that as like the biggest pressing opportunity right now, based on where we could be putting our investments in terms of driving traffic.
