Jeff Kauffman: Thank you very much. Thanks for squeezing me in. Shelley, I want to go back to a comment you were talking about how the weakness is mostly related to a big inventory correction by customers and likely to get better starting in 2Q, I guess really, how do we know this is not something more going on beneath these weak inventory driven numbers in terms of the economy weakening or consumer weakening? And then, in terms of the inventory reductions, I know a lot of customers have built these inventory buffers last year because of the supply chain issues as we went from, kind of JIT to just in case. Is your sense that the customers are bringing inventories back to where they used to be or is there still going to be a buffer when this inventory adjustment is set and done? I apologize for the two prongs on this, but it’s all related.
Shelley Simpson: Thank you, Jack. And I like to start with what Brad Delco said, which is our crystal ball is not very good and really not like anybody else’s. It’s hard and difficult, but we do talk to our customers. And what they’re telling us is it’s largely an inventory correction happening. I will say, I think they’re evaluating part of the flip that Brad Hicks talked about last quarter was really around the capacity side, but also the flip is occurring from an inventory side as we’re coming on that back end of COVID, what consumers were buying and what they’re purchasing moving into the future. That’s part of what’s happening from an inventory correction perspective. But I would say, I don’t know that we have a great crystal ball, but this is what our customers are telling us. We feel confident, but we’re going to be fluid in making sure that we have good conversation around that and apologize, Jeff. It’s Jeff, not Jack.
Operator: This concludes our Q&A. I’ll now hand over to Shelley Simpson, President for any final remarks.
Shelley Simpson: Great. Thank you so much. And I’ll also hand it back to John here at the end, but I think you heard us open and talk a lot about the challenges that are being presented, but also the opportunities that we think exist for our customers and also for J.B. Hunt. We’re going to continue to be fluid and we are cautious based on what we’re seeing on the demand side, but we’re very confident in our ability to really thrive in this environment and in any environment. And talking about our three priorities, and those really don’t change whether that’s this year, the next year, or years after. We’re going to stay disciplined with our long-term investment around our people, our technology, and capacity, being fluid in those decisions and making sure we stay close with our customers.
We will be very focused on creating more customer value. And this year, we are helping our customers with cost savings. You heard Darren talk about we’re going to do that through efficiency. We are talking to them about mode conversion, to the most efficient lane transportation available into Intermodal. We’re going to continue to build great fleets for them and create a more efficient fleet. We’re going to differentiate our customers’ experience in the Final Mile segment and we’re also going to leverage J.B. Hunt 360 to bring a flexible cost and capacity solution. Finally, we are going to continue to have long-term compounding returns for our shareholders. Those are our three priorities, but before I turn it over to John, I want to make sure that I say, we are so proud of that over 37,000 employees that have delivered really over the last three years, but even in the fourth quarter, a little bit of noise there, but I’ll tell you the effort that our people have made through 2022, our customers notice, our customers trust us, and every day we work very hard to be their trusted provider.
