Peter Quigley: Well, Joe, I’d say the – while the structure hasn’t changed in terms of the number of our business units, the way in which we’re both going to market, but also the changes we made as part of the transformation that I announced in May and then affected in July. We’re structurally taking complexity out of the way we work reducing spans and layers that slow decision making we have stopped. Non-core nice to have initiatives and we’ve moved targeted resources and decision-making closer to the business. So we not only achieve substantial expense savings, but we also have improved the – or optimized the operating model. The technology is going to be an ongoing, we have to continue to make investments in technology, whether it’s AI driven, digital tools or other advances that in order to not only stay competitive, but to create market differentiation.
Our Helix solution in our OCG practice has been game changing in terms of customers’ reception and we will continue to invest in state-of-the-art solutions like that. That require investment in technology.
Joe Gomes: Okay, thanks for that. On the tech side again, your last quarter we talked about your new digital workers program and you said at that point, you’re getting some positive feedback. I was wondering, maybe give a little quick update on how that program is unfolding?
Peter Quigley: I would say, it’s still early, but the number of customers that have expressed interest in understanding how it would work in their operations, continues to increase and it’s generating a lot of I would say ancillary benefit, because we can help customers review how they’re getting work done and that provides opportunities if it’s not the digital worker then it’s potentially our outcome based business that could benefit from the conversation with customers around the future of their work.
Joe Gomes: Okay. And one last one from me, if I may. You might stab in the quarter again on the buybacks, I think, Olivier you said you’re about $42 million now was a $50 million program. How does the buyback – and I understand the Board has approved that stuff. But how does that kind of fit into – to the new model? Is that something that you would think should continue or would you be looking at, hi, maybe those dollars are better invested in unfolding our new model?
Peter Quigley: Yes. Joe. I’ll let Olivier update the – where we are, but the share repurchase is part of our capital deployment conversations with – that we have with the Board regularly. We’re going to finish it, the share repurchase program we announced last November to the extent we’re able to and will included as part of future conversations with the Board.
Olivier Thirot: Yes, I mean, when you think about where we are $43 million, almost $43 million program to date. I think when you look at that we’re on track, I think to complete this program as we anniversary this program in November. If you combine it with what we have done in Q1 of last year with the Persol Cross shareholding, we have bought about $4.3 million of shares for a total amount of $70 million. So it has a meaningful impact on our EPS because of the reduction of the number of shares. But as Peter was saying, we’re going to need to reflect a little bit on what are the next steps and this is something that, as Peter mentioned, we are discussing with the Board on a regular basis. But again $50 million out of our overall capital allocation, we always said and I think that’s the reality that it does not impact our focus on growth, whether it’s organic or inorganic.
Because it is $50 million is meaningful, but not something where we can say, we do it and it is detrimental to our core focus which is putting our capital toward growth.
Joe Gomes: Okay, thanks for that. I’ll get back in queue. Thank you.
