Steve Demetriou: Yes. It’s Steve here, Jamie. So I can speak for both the Board and management around that question is we, first of all, the whole strategy around Divergent Solutions was to break out the elements of CMS that are highly consistent, especially with the data solutions side of our 3 accelerators; and so obviously . We’re excited about that. That’s where we’re really going to see accelerated margin growth, especially with these recent cyber wins that we’ve talked about but also across the entire platform. And then when you get into the remaining CMS business, just as an example, nuclear most recently has been surging with regard to becoming a clean energy transition solution. And as you know, we’re a major player in nuclear, not just in the remediation side but the new build side, especially in the new technology of advanced small modular reactors.
So, we’re excited about the future of those and we’ll continue to monitor the entire company as far as fit, et cetera, long term, as we’ve done in the past. And I mentioned in my remarks but we’re very optimistic about the CMS business as we move into 2023.
Kevin Berryman: Jamie, about the cash flow. Yes, we feel continued strength in our cash flow is expected over the course of 2023, that provides us degrees of freedom, to your point, about how we will deploy that additional capital that’s available. So look, I think we continue to monitor the M&A front, I think we were very clear during our strategy as to where we would probably be focusing those ideas and thoughts relative to the 3 accelerators that we outlined in strategy and we’re continuing to monitor those opportunities. There are things out there that are being evaluated obviously. Got to result in bid equalling ask where we feel like we can add an ROIC and a return profile to our shareholders that are appropriate; and so we’ll see how that plays out.
Of course, we also talked about during the prepared remarks, the proactive stance that we’ve been taking on the share repurchases. And so we feel like we’re well positioned to be able to act when appropriate relative to a potential strategic opportunity and/or do share buybacks when there’s market dislocation.
Operator: Your next question is from the line of Jerry Revich with Goldman Sachs.
Jerry Revich: Steve and Bob, congratulations.
Steve Demetriou: Thank you.
Bob Pragada: Thank you, Jerry.
Jerry Revich: Bob, I’m wondering if you could just talk about your strategic priorities over the next 3 to 5 years just from a high-level standpoint, anything that we should be keeping in mind?
Bob Pragada: Yes, Jerry, obviously something that we’ve been — I’ve been thinking about a lot. Maybe a couple of precursor comments and then directly to the question. The precursor comment was and I tried to infer — say it almost explicitly, the way Steve has run the executive team and the company has been really very inclusive. And so when you look at our strategy, not just the one that we released last March but even in ’16 and ’19, that’s a strategy that was developed by all of us as a team. So it’s not me coming in with a new strategy. I feel very, very bought in and tied to with the strategy that we have. So the first big area around our clients. The accelerators that we have are the national and global priorities that are driving the world.
