Jason English: Okay. And then the performance this quarter was solid. Obviously, volumes soft, but no worse than expected, other than in Frozen, I mean, Frozen was a bit of an odd man out in terms of the relative underperformance of volume versus what we saw in Nielsen. You mentioned frozen fish. But can you unpack a little bit more of what drove the sharp sequential deceleration and the underperformance versus what we’re seeing in Nielsen? And you mentioned you’re pursuing a volume or value over volume, which makes sense. How are you rightsizing your manufacturing network to adjust for the lower volume throughput?
Sean Connolly: Yes. Jason, I’ll come back to kind of the things that I just shared with Alexia. If you’re looking at year-on-year decel, you have to consider what was in the last year. So you got to look at it at a brand level, you got to pull out the Omicron stuff. It’s probably even better to look at it on a two-year stack basis because you had Omicron strain in single-serve meals, you got weakness this year in fish. And then the bigger one is the right time to get off of the 10 for 10 promotions in Birds Eye is now because we’re in a pricing cycle. And basically, the way to think about it is in an inflationary environment, you don’t want to stick your promotion practices, especially these high-velocity promotions that are not very profitable.
You don’t want to stick to what where you were before an inflation super cycle. You have to move off that. And frankly, while these inflation cycles are painful for manufacturers to go through to a degree, sometimes they’re actually quite good for you because they become a catalyst for getting your pricing right and getting off of legacy promotions that customers are very attached to that are low profitability. So just the timing is right for us to go further on that and on the business as I cited some of it in Frozen and some of it in our can business.
Operator: Thank you. And our next question today comes from Rob Dickerson with Jefferies. Please go ahead.
Robert Dickerson: Just one question for me. Just to stick on the Refrigerated & Frozen line of questioning. So Sean, profitability margin in that segment was clearly the highest, I think, we’ve ever seen and clearly, a huge step up year-over-year, a huge step up relative to Q1 of this year. It sounds like maybe there’s some need over time to kind of increasingly invest in that side of the business. But at the same time, you’re almost sitting at 21% op margin. So as we think forward, whether it’s Q4 or next year or five years forward, would you say now you’ve kind of reached kind of a point of profitability on that business that maybe you would have expected coming out of the Pinnacle acquisition? And is that level of profitability sustainable or at least within some rational range factor again the volatility of the supply chain, et cetera. That’s it.
Sean Connolly: Rob, yes, saw a pretty massive expansion in that frozen refrigerated segment. And part of it was — were things like the vegetable promotion decisions that we made that contribute to that. And it’s one of the reasons why I always remind our investors before you get too focused on absolute gross margin numbers, focus on gross margin trajectory because through an investor’s lens, that’s I think what people want is they want gross margins that can sustainably move north. And so with our company and where we were even 10 years ago because of the lack of innovation and because of legacy prices that were stuck at certain levels or, in some cases, decades, you saw that structural margins had drifted lower. Well, by unwinding that under management, premiumizing the portfolio, we have the ability over time across all of our segments, we believe, to drive northward progress in our gross margins.
