And as a result of that, our lost business, our customer retention, the appropriate way to say it. Our customer retention is really attractive. So our new is up and our customer retention is improved over pre-COVID levels. So those are big for us and having a really positive impact on the business.
Heather Balsky: Great. Thank you. That’s really helpful. And I feel like I have to ask an AI question here. You guys talked about being early in your digital transformation journey. Are you guys looking at any investments on the AI side in terms of efficiencies and sort of behind the scenes type benefit? I’m just curious. Thanks.
Todd Schneider: Yes, Heather, we’re certainly investigating and investing in opportunities. And we think we’re with the right partners. When you think about Verizon, SAP and Google, having those three as the — our technology — our strategic technology partners, we think we’re with the right folks. And we don’t just have a customer vendor relationship with them, we have a strategic relationship with them, and they’re helping us — they are and will help us to leverage those opportunities in the marketplace. So I can’t lay out specifics for you, but I’ll just tell you this, we’re — we see the opportunity to invest in that area, and we are doing so appropriately because we think it will pay big dividends. That being said, it will be — we’ll be speaking about this for many, many years to come because we think the benefit has a real — has a lot of legs to it.
Heather Balsky: That’s really helpful. Thank you.
Operator: Your next question comes from Scott Schneeberger with Oppenheimer.
Scott Schneeberger: Thanks very much. Guys, kind of a cautionary question. It sounds like things are going really well and recent economic indicators feel pretty good, but just curious to hear what the plan is if — as your guidance expects no softness in the economy, how are you looking at what levers would you pull on the efficiency side? What should give us assurance you’ll be in good shape if you’re not able to get some of the leverage you’ve been getting on the top line? Thanks.
Todd Schneider: Scott, let me make sure I understand. You’re saying if we can’t get to leverage or if the economic environment changes?
Scott Schneeberger: If the economic environment dips in below kind of status quo and really deteriorate, just curious what kind of leverage you guys would pull to maintain the financial sense?
Todd Schneider: Yes. Certainly. Good question. I — we have a very tenured, very experienced leadership team, management team that has been through the cycles. It seems like you name it, we’ve been through it, and we expect to be successful in all environments. Now — so your — the question is a tough one to answer because the economic downturn, how deep is it? How long is it? How broad? And so trying to understand that is challenging. But we expect to be successful in all economic environments. If you’re talking about a massive downturn in ’08, ’09, that might be different. But we’re ready. We know how to do this. We have demonstrated our ability to be successful in and all these different types of economic environments. We have grown our sales and profits in 52 — in the last 54 years.
And my expectation is we will absolutely do so and we will find and fight and a way to be successful in whatever economic environment. So plenty of levers available to us. And we think we’ve got the right team in place to manage that.
