Helane Becker: Okay. I think that’s helpful. And then just my other clear question. On corporate, where you’re talking about New York being slow to come back. Actually, can you parse out how many a way, is there a way to parse out trips that are just one day, like are those the ones that aren’t coming back versus trips that are two or more days?
Dave Clark: Yes, thanks Helane. So certainly, yes, we’re seeing the most pressure on the short-haul day trip market, and we’re seeing that in our network and sort of the global data seems to be indicating that in other parts of the world as well. And that’s one of the places we’ve been rightsizing is on those sort of day trip markets, keeping still a robust schedule, but some places we’re hourly. We’re now sort of hourly when it counts at the key times a day and then every couple of hours, the rest of the day. So that’s certainly been our experience to sort of the hall of the sorts going to come back.
Helane Becker: Got it. Okay, thank you.
Operator: Your next question comes from Stephen Trent with Citi. Please go ahead.
Stephen Trent: Good morning everybody and thanks for squeezing me in. And thank you very much for taking my question. Just one clarification here. I appreciate a lot of this whether stuff is out of your control but you mentioned taking some steps to try and ease the disruptions. And could you just give a little color if that was adding crew bases or doing something in your schedule, maybe AI in your flight scheduling or something? Would just love to hear that. Thank you.
Joanna Geraghty: Sure. Yes, I can speak to that. So a few things. I think number one, how do you make sure the day is more resilient. You do that by ensuring you have adequate reserves in place, whether that’s pilots or in flight. And so we’ve done that. I think the good news is we’re getting smarter about how we do it, so it’s more efficient. But for the foreseeable future, we will have additional reserves in place during peak and summer periods to protect the operations so that when you experience long delays and crews bump up into their hours limit, we can replace them. That’s kind of the first thing. We’ve also gotten, I think, much smarter around how we think about the day, so AI tools that can enable our system operations team better plan today, and we’re in the process of introducing a number of these.
So one example, when you have lengthy delays and long air traffic control initiative that can be longer to fly from New York to Caribbean, for example. And so you may protect that flight by double crewing it. We want to make sure if we double crude these things, we’re doing it in the most efficient way, so we save costs. So we’re getting smarter about making decisions on which flights to double crew and which flights not to double crew by way of example, also how you cascade the lease through the day and making sure that we understand when we do see aircraft control delays earlier in the day that cascade through the day. We’re making smart decisions on what flights to hold on to versus what flights we may want to proactively cancel. We’re not there yet, but well underway in terms of building tools to better enable our team to make decisions day of as we address this more challenging operating environment that JetBlue operates in.
Robin Hayes: And if I could just add to that. I do think that — we’ve got a whole sum of experience to look back on and really partner with the FAA, who are absolutely committed. We have a new administrator who is the perfect person for the job in Mike Whitaker. And whilst the staffing challenges won’t go away, we can accomplish a lot by mitigating. Now we’ve got the 10% slot waiver. It’s been done ahead of time, which is terrific. We’re — JetBlue is going to continue to advocate may not be enough or 10% should be mandated. 10% should include international carriers. Now this is our view. Ultimately, the FAA is the final decision-maker on that, but we can advocate for our perspective. And also as the summer went on and as the airlines and the FAA kind of built sort of ways of working to do with these issues, we saw better performance overall as well.
And so I think we — a whole year nearly to [indiscernible] his team do and give a better job. When we kind of — at more things on time, out revenue from ad and post business quickly, if you’re protecting [Technical Difficulty] impact . So we’re going to continue to — it’s our really number one operating priorities to kind of improve, try and make sure next summer is better than this summer.
Stephen Trent: Many thanks Robin, you were breaking up a bit there, but I think I got the gist of what you were saying. And thanks for the time.
Robin Hayes: Operator, can we move to the next question? Operator, can you hear us? Operator, if you can hear us, we are — we can go ahead.
Operator: I’m so sorry about that. Your next question comes from Chris Stathoulopoulos with Karan International. Please go ahead.
Christopher Stathoulopoulos: Thank you this is Susquehanna International. I’ll keep it to one question. It’s been a long call. So Robin, I want to go back to your comments you made around this chessboard as it relates to thinking about your network for next year, Ursula spoke about reallocating capacity to margin-accretive leisure and VFR markets. I’m curious where those are. We’ve heard from another competitor that sort of the plan here. It doesn’t seem that there’s sort of areas that are perhaps untapped and kind of looking at some of these more leisure-focused destination capacity as it stands today is up double digits. I realize you had a midpiece here, but trying to square that away with how, for instance, the travel products might kind of fit into all of this. So is this sort of a wholesale we look at geography or kind of fine-tuning, just would love to hear some your thoughts there on this…
