And so some of the kind of wallet share gain that we had planned on for that acquisition were delayed a little bit. And now we’re beginning to see some of that. And so there’s positive things across the entire portfolio. The acquisitions, I think as much as anything, have really just performed well and the integration has gone well. And so we’re very pleased with those new products that we can put through our distribution channels. Our customers like that. The end users, the professional trade likes to have new different products to sell. And that’s an important part of our kind of increase, or our strong organic growth rate is to continue to bring new products into the market.
James Perry: And I would add just briefly, Julio, Joe mentioned TRUaire briefly. The Vietnam operations are performing at tremendous levels. The leadership team there that we’ve brought in has done a great job. Our people have been able to get over there now. Shoemaker and TRUaire are working really well together. So really pleased with — from this commercial side to an operation side and everything in between.
Julio Romero: Okay, that’s very helpful. That’s good color there. Maybe just staying on the segment, just talk about how you’re balancing your inventory reduction initiatives with kind of being ready for the busy season within the Contractor Solutions segment?
Joseph Armes: Yes, absolutely. Really, as James said, it was a focus — we’ve had a focus on a product-by-product looking at the weeks of inventory that we wanted to have on hand, not just historically but looking forward trying to forecast sales in each and every product type and trying to calibrate our inventory levels to make sense really for that March timeframe. And we talked about that I think at the last quarterly call is that you don’t really want to measure that at the end of December, because that’s a seasonally slowest time. And some products, if you buy them — if they’re manufactured in China, you may be getting some of those shipments even in December, getting ready for the February-March timeframe. And so inventories can look a little odd at that period of time.
But boy, in the March high season for us, the selling opportunity is there. We want to have product on the shelves. We want to be the reliable vendor for our customers. And we don’t want to miss sales, especially early on in the season like that. So we’re making sure we have the right products on the shelves, the right amounts and just trying to properly calibrate that. At the same time, we’ve got a real focus on working capital reduction. But we’re trying to do that in a very cautious, careful way so that we don’t miss sales, we don’t offend customers by not having product on the shelves and we don’t take good care of our customers, which is our commitment to do. So it is a balancing act, no question about it. As interest rates rise, it becomes even more important.
And so that’s why we’ve been focused on that. But at the end of the day, we’ve got to take good care of our customers. Interest rates are not so high that we cannot afford to have the products on the shelves. And again, that’s another benefit of a strong balance sheet. Our interest costs are not that high compared to the opportunity on the customer side.
Julio Romero: Okay, that’s helpful. Maybe one follow up on Jon’s previous question on the EBS segment. You mentioned some geographies, particularly northern California that’s slowing, and you mentioned Sunbelt and Toronto is still solid. I guess any other geographies or product lines that you can point to that are either slowing or still holding solid, just any additional granularity there?
