We’ve done a tremendous amount of hiring. And really, it’s — we talked about new Patriot sprayer that we brought out with full Raven capability. We’ll embed their tools in everything that we can, going forward. But really, integrating them into our tech stack is where the real value unlock is. Huge aftermarket opportunities there, retrofit opportunities in Raven. But overall, I’m just really pleased with how the team — both the Raven team and our team have done to bring value and overdrive on our synergy targets.
Operator: Thank you. We’ll now move to our next question from Dillon Cumming from Morgan Stanley. Please go ahead.
Dillon Cumming: Great. Good morning, guys. Thanks for the question. Just wanted to ask on some of the more producing credit margin improvement opportunities you mentioned. You called out the sourcing program and CBS starting to ramp in the quarter. I know Oddone mentioned it would still be a bit more back-half-weighted. But could you just maybe earmark kind of how much more of an opportunity that could be on more of a dollar basis or a margin basis, so just trying to get a sense of kind of quantifying what the tail end could be next year?
Scott Wine: Yes. Well, remember, we actually are not — our CBS and lean initiatives are not are not starting from nothing. And we’ve got a great history with WCM and pulling lean tools throughout the plant network. What we’re looking to do is how do we deploy that in other areas of the business, and accelerate it in the plants. And I think that’s what you’ll see taking shape this year. And obviously, the — that’s — the opportunity is quite significant, but what the teams are working on now is how do we just push back the cost input using various lean tools to get back to where costs were pre-pandemic. And that’s a lot of heavy lifting. But Oddone referred to it, 2022 was the year of price, and 2023 is going to be a year of cost focus.
And our lean tool will be a significant way that we get after that. But more importantly, it’s a way we get after delivering value for customers. It’s not about just taking cost out, we’re going to use those tools to make quality better, to make delivery better, and overall, help us expand margins. The — that’s, I wouldn’t say, short-term, but we can do those, that we did that — some of that work in ’22. We’re accelerating the work in 2023, so a great opportunity, across the business, to use those tools to create value and expand margins. Strategic sourcing is a longer-in-the-tooth program. It’s probably — it got kicked off last summer and fall. We’ve got a strong team working through it. But that will show some results later this year, but really start to drive notable margin expansion in ’24, and beyond.
But both of those, I would say, near-term opportunities with our CBS initiatives, more significant long-term opportunities with strategic sourcing.
Dillon Cumming: Okay, that’s helpful color. Thanks, Scott. And then just with my follow-up on the Precision AG revenue target, I think, Oddone, you mentioned that you exited the year up 32%, you were originally guiding, at the Tech Day, it’s up 11% in 2023. I know it’s still a fairly recent target, but just given that exit rate, would you consider any upside to that $1 billion target for ’23 at this point?
Oddone Incisa: I will stick to that target for the time being.
Dillon Cumming: Great, thank you.
Operator: The next question comes from Tami Zakaria from JPMorgan. Please go ahead.
