John Hairston: That’s okay. I was — what I was going to add to it was just when you look at the two largest ones, which are pension and FDIC, obviously, you don’t get the FDIC expense back, right? On the pension side, there’s a likelihood that as the market may change a little bit this year or next year, to some degree, those changes swap back the other way. So, it’s painful to have all that for this year, but it should swing back and be much more positive, but it will swing back and be more positive contributor at some point next year or the year after that. The other point, Brett, you mentioned the new investment. I mean, Mike’s right, we have been investing a lot of money in technology. And it’s really not like catch-up technology core systems.
They’re all forward-looking technical upgrades that help us to be more effective, more scalable, help our bankers to be faster and turnaround business. And a lot of that deployment is continuing to occur as we wrap up last year, and it should be principally done early this year. And then, that actually creates some efficiencies that can benefit on the expense side as we get toward the end of the year. And so, I don’t want to call it a bubble, but there’s — the pension overlay to it kind of bore the number up somewhat artificially and the remainder of it are really investments in our future. In terms of the banker adds, right now, the number’s 10 to 20 or so in the plan. The big difference is the types of people that we would anticipate adding in next year.
Back when we were sitting on $2 million or $3 million of excess liquidity, the desire to add bankers that can deploy liquidity, led us more towards middle market and specialty bankers. And that was helping us to start up some of the new markets we expanded to. As we look at €˜23, where our focus is more on the sectors that include full relationships. That’s going to be more bankers on the smaller end than middle market. So that $10 million to $20 million will be made up primarily what we call business bankers, commercial bankers and treasury sales staff. So, a little different mix, but continued investment in how well we do picking up talent, and we depend on the availability of people and the alignment with our values and credit posture.
But I’m confident we’ll see some pretty good gains in good talent as we go to €˜23.
Brett Rabatin: Okay. Yes. That’s great color. And obviously, you’ve managed the efficiency ratio well here in the past two years, downward. I wanted to maybe take the deposit question in a different way. I was just thinking about the DDA and non-interest bearing DDA and that being hard to predict. Would you happen to have handy balances for commercial or retail pre-, during and maybe post-pandemic current quarter in terms of the size as maybe a way to see how much liquidity like customers have drained out of their accounts.
Mike Achary: I don’t have that per se, Brett. But, what I can share in the way of color is, if you look at our deposit book and kind of think about it in DDA deposits and then basically everything else. When you look at DDA, about 70% of our DDA deposits are commercial in nature. So, 30% consumer. When you look at everything else, it flips a little bit, and it’s about 60% consumer and about 40% commercial. So, if you think about the pandemic impacts and you think about things like surge deposits, and if you assume that most of that came from the commercial side, then yes, we probably had our fair share of that. And certainly, that was helpful in increasing our mix of DDA deposits to nearly half. And certainly, that’s come down a little bit.
