That’s the second lever. The third lever that I — where I think we have an opportunity to recover margin is actually a merchandise margin. But I want to be careful on this one. I believe that the way that we’re now buying merchandise, the way that we’re more opportunistically buying merchandise provides us with an opportunity to run a higher merchandise margin because we’re buying the goods at a better deal. But that’s not an opportunity that we’re going after in Q4, I think as we’ve said, and it may not be an opportunity that we really want to go after in 2023 because I think our focus is really to drive sales by offering the best value that we can. But I think as we’ve sort of come out of this — certainly, as we come out of this promotional cycle, we’ll take another look at that, and we’ll see whether or not we have an opportunity to maybe take up the margin a little bit.
So the combination of those three things; sales, freight and supply chain expenses, and merchant margin gives me confidence that we can get back to 2019 levels. I would not expect that to happen, certainly not in a single year. But I think over the next few years, we should be able to get back to 2019 levels. And then at that point, we need to push on. And we’ve always believed and we still believe that we’re doing things that, over the longer term, should drive our margin above 2019 levels. And the one example that’s perhaps the easiest to visualize is what we’re doing in terms of our new store program. And as we open new stores, especially as we open new stores, that are in a smaller prototype that are accretive, we underwrite those stores to be accretive from an operating margin point of view, that should give us some additional tailwind in terms of operating margin.
Brooke Roach: Thank you so much. I will pass it on.
Michael O’Sullivan: Thank you.
Operator: Our last question will come from Adrienne Yih from Barclays. Please go ahead. Your line is open.
Adrienne Yih: Great, thank you very much. Good time to be an off-pricer. So Michael, I guess I want to go back to the merchandising organization, the 50% increase because it seems like that is the root of the source of kind of upside to sales, etcetera. So my characterization, how would you characterize the kind of buying this step sort of earlier in the year, was it a strategic misdirection in categories, right, so more casual, etcetera or was it a newer organization that was sort of more at the micro level, just learning and trying to gain experience? And then where are you hiring these merchants from?
Michael O’Sullivan: Sure. So Adrienne, I would say it was kind of a bit of all of the things that you just described. I think there were certainly some businesses where I think we made the wrong decisions, maybe in terms of styles or fashions or mix. And then if I sort of zoom up from there, I think we just — we didn’t move rapidly enough across categories and move money rapidly enough across categories and businesses. And then maybe most significantly, we didn’t put enough focus on sharpening our value. And as I kind of described, I feel like in the summer, we kind of got caught out on that. I feel like as promotions ramped up in Q2 and early Q3, our value differentiation was being squeezed. Now as I look at our merchant organization, I look at the talent in our merchandising organization, we have a lot of excellent off-price experience.
