And we don’t need to grow this. But if we take the view that the market conditions justify growing further, we will push the accelerator. In general, to have a healthy operator, this operator is also to have size, and I don’t think that we have yet reached the desired size levels. But the timing, it will also be dictated by market conditions. So overall, we are long-term committed to that business. Our goal is to grow this further, and we will. But the timing, I’m afraid we need to have a better view of market and we’re going to be evaluating on a quarter-by-quarter basis.
Chris Wetherbee: Okay. All right. No, I appreciate we can take some of those stuff offline and get into a little bit more detail. Thanks for the time. Appreciate it.
Gregory Zikos: Sure. Thank you.
Operator: The next question comes from Omar Nokta with Jefferies. Please go ahead.
Omar Nokta: Thank you. Hi, good afternoon.
Gregory Zikos: Hi, good afternoon.
Omar Nokta: Thank you, morning. I just wanted to follow up on Chris’ question, just about the dry bulk platform. And it sounds like you maybe in your response here just now was kind of talking about maybe the CBI portion of it. Yes, I wanted to just ask, obviously, you have the nearly $1 billion of liquidity, you have the $2.7 billion backlog. You did – or you continue to build out the fleet – the owned fleet with the latest cases in the ultramax. I wanted to ask, how do you see that going forward? Are you looking to continue building it out from here, the actual asset ownership side and is it a case that you would be focused on further? Or is it just simply you’re looking to renew bringing in some bigger ships and selling some of the older, smaller ones. Kind of how do we think about the fleet expansion from here?
Gregory Zikos: Sure. What like our strategy now is first of all to grow the dry bulk owned platform. And what we have been doing, we have been selling smaller and on average, all the ships. The last one we sold that were 2006-built. And we have been buying larger vessels, capes and one ultramax, younger vessels, let’s say 2011-built. So going forward, of course, assuming that this makes sense that the numbers work out well, our strategy would be to increase the average size of the dry bulk owned fleet first and also break down the average age. It’s those two things. And we have started with buying those capes and selling the smaller vessels. Going forward, assuming that we find transactions that make sense is what we’re going to be doing.
So the goal ideally would be to – in a reasonable amount of time to dispose of the smaller handies and replace them with younger and larger ships as mostly ultramax and capes. Of course, again, I have to put [indiscernible] here depending on market conditions and depending on asset prices.
Omar Nokta: Got it. Thanks for that. And just sort of thinking about that and how you look to build out the owned fleet. How do you see that business working with the trading platform? I think I may have asked this in the past, but are they complementing each other at the moment? Or are they still kind of completely separate businesses?
Gregory Zikos: First, I mean, they are being run by different management teams with something that makes sense. So there are two standalone businesses, all both under the Costamare Inc. umbrella with the shareholder. At the same time, you can argue that they complement each other a lot. But they are being run by different people, different management teams. In the first business we are 100% owners. The CBI in the platform, we are charterers. We also do relays. We would do cargo relays. We have an FFA book. It’s a different business, but they definitely complement each other. Now what’s going to be happening in the future? I cannot predict, again, it depends on market continues. But for the time being, I think it works out relatively well. So we leave it as it is, and there are a lot of synergies and complements, correct.
