Gary Burnison: Well, I’ll let — Bob can comment. I mean I would just say that we had guided to an EBITDA margin of, I believe, 14% and I think we — where we came out was 13% and 13.5%. So it was actually fairly close to what we had expected. I mean in any given quarter, you could have some unusual items swinging one way or the other. But I guess I wouldn’t say that — we said seven months ago that we were going to run the business at kind of 14%. So this is pretty close to that. And again, when you see the falloff in search, then you see this mix shift that’s happening within the organization. I think it was substantially in line with what we had thought like seven or eight months ago, and that we told our shareholders. But Bob, you can probably give a better view, I think, than I…
Bob Rozek: Yes. So Trevor, if you look at whether you go quarter sequentially, year-over-year, the mix shift is likely 80% of the decline that you see in the adjusted EBITDA margin. As Gary said, it’s the primary driver of it in the fourth quarter because our revenues exceeded the top end of our range, we did have in our business, when a lot of the bonuses are driven off revenue. So we had to book a little bit more bonus in the fourth quarter to satisfy the demand, but the primary driver is just the change in mix.
Trevor Romeo: Okay. Got it. Thanks. That is helpful. And then for my follow-up, just kind of wanted to ask about your M&A pipeline. I think we’ve heard from some other companies about a tough M&A market with disconnects on valuation between buyers and sellers. Others maybe suggesting the pipeline could open up a bit. You guys have obviously done a few acquisitions lately yourselves. Just kind of wondering where your pipeline stands today, which area you can see being attractive right now? Thanks.
Gary Burnison: I — we’ve always taken a very systematic approach to capital allocation and we would expect that to continue. And I don’t, at any one given point in time. I don’t really say the pipeline is big or small. I mean we’re not — that’s not how we’re going about it. We’re going about it to say, where is the real market opportunity, where can we have greater client impact. And whatever we’re looking at — what does the neighborhood look like at 11 o’clock at night, what are your neighbors like? It’s all about culture fit. So you go through cycles, up cycles, down cycles, I don’t really look at it that way. We continue to have a very systematic approach and we continue to meet with companies to get to know them. And so I don’t think today is any different than it was, say, three or four months ago.
Trevor Romeo: Thank you very much.
Operator: Thank you. Our next question is from Marc Riddick from Sidoti. Please go ahead.
Marc Riddick: Hey, good afternoon. I just wanted to touch on a couple of areas that you touched on earlier, but I just wanted to follow-up on as far as the opportunities that you see before you. You talked about being willing to invest and adding talent as we go through the year. Are there any particular areas either strategically or geographically that are kind of sort of really sort of jumping out as feelings though maybe you’re understaffed or maybe missing an opportunity at this point?
