Todd Schneider: Yes, Kartik, it’s a good question. I don’t have that in front of me, but I know it’s — it has returned much closer to historical or even higher as far as what we see from a repeat — recurring type of revenue. And we want to provide value to the customers, whatever product services they want. It’s just the nature of it, what we provide, whether it be First Aid supplies, access to AEDs, access to eyewash stations, access to clean water through our WaterBreak offering. Those are all items that are really important to our customers more so today than they were pre-pandemic, and we think that, that trend will continue.
Operator: And our next question comes from Toni Kaplan from Morgan Stanley.
Toni Kaplan: So one of your competitors has been talking about using a strategy where they’re incentivizing their drivers to cross-sell products. Can you talk about why you don’t use that strategy? What the disadvantages are that you have found when doing that?
Todd Schneider: Yes. Great question, Toni. I’m glad you asked because my first job 34 years ago was on the trucks. And we have been cross-selling our products via our — we call them our service sales representatives. We’ve been cross-selling them since I started, and I’m sure it was in place well before I started as well. So we see — the fact that we have 12,000 or so trucks that roll out of our parking lots every single day that are focused on taking great care of our customers, when they roll out of those parking lots, they’re spending time in those businesses. And they have eyes. They have ears, they have minds, and they see what’s going on in those businesses, and they see opportunities. And it always has been and always will be a key component of our growth trajectory because we see that infrastructure as a real advantage.
And we leverage it and make sure that those service providers, either they provide more products and services or they provide a lead to provide more products and services based upon the nature of the product that the customer might be interested in.
Michael Hansen: And Toni, we’ve talked a lot about this over the last — more than 10 years, we’ve got customers of all different sizes, verticals, et cetera. And so while we do certainly expect those service sales reps to continue to penetrate and sell, we recognize that some businesses are just more complex than others, are larger than others. And so sometimes, there’s a strategy to enhance that opportunity. And it might be through, for example, in health care. We have dedicated people that really do reach out to the decision makers. So it’s not just the service sales rep, but it’s also other people that have relationship responsibilities that are looking for those new and different penetration opportunities. It’s not as simple just to simply say we’re going to go in and have a service sales rep or an SSR go into each customer and sell it, all customers are so different. And so we need a strategy that can attack all types of customers, and we do.
Todd Schneider: Toni, we know that our customer satisfaction scores are really good. And in large part because they really like our people. They like our service providers, our frontline service providers. And we leverage that. And whether it be, as Mike mentioned, a more — a smaller type customer, we can cross-sell via the service provider. A larger one that’s a little bit more complicated. There might be a need for some air cover, for some help there. But nevertheless, that’s always been an important component of our strategy and always will be.
Toni Kaplan: That is super helpful. I wanted to also ask, I think the last few calls, you’ve been talking more about technology and investments and things of this sort. Are there any, I guess, technology capabilities that you think you still need? Will — that you either are getting through hiring technology people or maybe even doing M&A? Like — and maybe you’ve done it, maybe you still have yet to do, but are there any technology capabilities that you need that basically would be helped through M&A or hiring internally new technology people?
