Their consumer sentiment is still low, so kind of cautious in the retail environment there. Asia’s mixed, obviously, there’s a degree of opening up. So we’re seeing signs of improving traffic in large stores in Japan, which are heavy, travel dependent. China opening up with its COVID policies, so that’ll help us get traffic back into our stores there, although, because the stores have been closed for so long as sitting on inventory for the past. So we have to work through that. And Australia, I would say lagging the U.S. a little bit in terms of it’s evolution going through the inflation. But we’ve got a really strong DTC network there and a really strong brand portfolios, and they’re working hard on innovation. So you have similar consumer headwinds, but the DTC network there is relatively well positioned.
Jay Sole: Got it. Thank you so much.
Operator: Our next question comes from a line of Paul Lejuez with Citi.
Paul Lejuez: Hey, thanks guys. Just a couple. You had some big changes in your working capital this year. Curious which of those line items came in better or worse than you had initially expected or I shouldn’t say initially even as of the last quarter. And maybe you could talk a little bit more about what your assumptions are, for this year on some of those major items, inventory, accounts payable, just the ones that you think can move the dial most in terms of generating that 500 million of cash from operations. And then also separate, just what percent of your items this year were manufactured internally. How does that look for 2023? Any change in your thinking about the right structure in terms of how much you do internally versus externally? Thanks.
Steve Bratspies: Sure. Why don’t we take it in reverse order, let me start with manufacturing. We manufacture internally 60% to 70% of our units, which has been relatively consistent over the years fluctuates a little bit. As Scott mentioned earlier, we did take two facilities offline over the last couple of months, that was primarily driven by efficiency, not volume. So we’re working hard to make all of our facilities more efficient over time. And as we build these efficiencies, an increase capacity allows us to streamline the network as we go forward. We’re always looking to balance our internal versus external, and with the supply chain innovation that we’ve been doing as part of the full potential plan. We have new capabilities inside our supply chain to separate replenishment product versus Made to Order product versus fast Chase product.
So the capabilities that we have there allow us to make certain things better and faster. But as we continue to innovate, and as we continue to move into new materials, and as we seem to be a faster moving company in certain parts of our business, we will look to continue to use strategic partners to use those products, and we may internalize them over time. But we’re going to find that right balance as we go forward. And if it’s a product that we think we can make cheaper and more effectively, internally, and we’ve done a lot of benchmarking on that we will continue to do that. And if it’s smaller runs, maybe new materials, maybe a more difficult design, we’ll look to outsource that over time, but the mix is staying relatively same for now.
