Now, as we look at the evolution of our pricing strategy over the last couple of years, it’s very clear 2 years ago that through bankruptcy and before, Frontier had a troubled brand and it needed to compensate that with pricing, promotion tools and so on. As we repair the brand, as we improve the product, as we were the first to launch 2 gig symmetrical network wide, we have just become the first launch 5 gig symmetrical nationwide and extend that pricing ladder and give more options for customers to enjoy these, the benefits of high-speed symmetrical connectivity. And as we begin to layer in value-added services, which we started, but there is many more and some really exciting ones still to come. So, we see the brand repairing. We see our ability to price at a different level and still be accepted by consumers repairing.
And so we are moving inch-by-inch, yard-by-yard, mile-by-mile to repair the brand and to charge what we think is at the right price for the best product in the market. Now frankly, at any price, our product does what cable can’t because we deliver symmetrical high-speed network services that the cable can’t, and we know that. So, we also see a separation in our proposition between kind of core cable and what we do. And that begins to come on to price premium as we are seeing with the launch of our 5 gig services recently. So, it’s something we watch carefully. We always want to provide the best product and the best price. And we believe that as the brand repairs as consumer knowledge of Frontier improves so we can maintain our gross and net add performance whilst charging a fair price for the best product.
Nick Del Deo: Okay. Thanks for all that detail. Maybe one for Scott, you have obviously made very progress €“ a very rapid progress with respect to your cost savings initiatives. What are the big cost buckets that you are attacking from here to get to the $400 million? And how comfortable are you with achieving that target within the timeframe you have laid out before you can move on to the next target?
Scott Beasley: Sure. Thanks Nick. Number one, we are very confident in achieving our $400 million target by the end of 2024. We are already north of $300 million with a clear line of sight to get to $400 million and beyond. I will give you a little color on the different buckets of cost savings. We have a lot of frontline productivity improvements still ahead of us improving technician productivity, giving them better tools in the field to take costs out of the system. We have a lot of back office automation. We are still very immature in the automation journey and have a lot of work to do there. As Nick mentioned, we are doing €“ investing a lot in self-service capabilities for customers to service themselves and nobody wakes up and says they want to call their Internet provider that day.
So, we want to make it easier for our customers, which also takes costs out of the system. So, a wide range of cost savings improvements and we have a lot of confidence that we will exceed the $400 million target that we have.
Spencer Kurn: Thanks Nick. And that concludes our fourth quarter 2022 earnings call. Thanks everyone for joining.
Operator: Thank you. This concludes today’s call. You may now disconnect your lines.
