Steven Cahall: That’s helpful. And maybe just a quick follow-up on Europe. I mean so you’ve got a lot of Europe South done now, effectively all of Europe South done now. I think Europe North, which you said is both kind of a better business and maybe also is the print hub for a lot of Europe. So I’m wondering if there’s any benefit to revenue or EBITDA as a supplier to the divested European South? And kind of more strategically, how do you think about Europe north in terms of keeping it in the portfolio versus strategic alternatives for it? Thank you.
Scott Wells: Well, the strategic review is definitely ongoing. You’re right, Europe North is where a fair bit of our corporate team ultimately sits, although there’s a fair bit of corporate distributed around the country as, obviously, a lot of the budgets around – a lot of the countries have their own corporate overhead that you need to have a country lead, you have technology in the country. There’s certain financial and legal and other sorts of overhead that would be in the countries. But I think you should just think of our process is ongoing. We’ve been very clear that we’re a long-term exiter of Europe. We think that, that’s an important part of our REIT conversion ultimate plan. And there’s nothing – the thing I would really emphasize on what we’ve accomplished so far is we’ve done some of the toughest deal making to create the ability to have a much derisked European platform. I think that’s how I’d characterize it, Steve.
Brian Coleman: And Steve, just to add on kind of the expense side. Keep in mind that while we have these countries, in a couple of cases, Switzerland, Italy sold, in the other cases, agreements or movement toward an agreement, the – we still got to manage these businesses. For example, Spain actually won’t close till 2024. So we’ve tried to provide some guidance on corporate expense reduction after the process is complete. But it will – there’s a lag in achieving those. Obviously, we’ll continue to reduce costs if and when we can. But we’ve also got to do it at the right time as these businesses are either still operating or maybe there’s a service agreement in place for a period of time.
Steven Cahall: Thank you.
Operator: Our next question comes from Richard Choe from JPMorgan. Richard, your line is now open. Please proceed.
Richard Choe: Hi, I just wanted to follow up a little bit on, I guess, the Airports. Has international travel supported the strength there? Or is it just the build-outs that are continuing to help, and then I have a few follow-ups.
Scott Wells: Yes, Richard, international travel certainly has contributed. It’s hard to isolate. Probably the way we most see international travel, I think, back to when COVID came on the scene and international travel stopped. Certain individual airports like a JFK or like San Francisco or like Atlanta in our portfolio, Chicago in our portfolio, those airports all suffered a lot with both international and business travel shutting down during COVID. And they’ve definitely helped as things have rebounded. But it’s difficult to isolate specific to international travel beyond kind of the airports that have a good exposure to it. And we definitely have seen – that’s been supporting of the, the broader thesis people have had in buying airport inventory.
Richard Choe: Got it. And then on the digital side continues to be strong. How much of that is from the build-outs versus strength in the business? And are you seeing any weakness there? And is there potential to have less – or is there less visibility there? So is that a bigger question mark?
