Michael Rapino: Remember, we bought OCESA in COVID. We believe in the market, did we model out our IRR to think that the industry would bounce back as big as it has, no. So anything we’re doing down there has been above and beyond what we expected for Latin market and industry in general overall. And we’ve got an incredible management team down their partnership with the CEO. They’re very, very well-run organization. They’ve got venues, ticketing we’ve been able to take a really kind of archaic ticketing platform and continually reinvent it now that we’re partners on the Ticketmaster side, sponsorship upgrades. So off their incredible base, our expertise and the market dynamics. It’s been an incredible return.
Cameron Mansson-Perrone: If I can follow up quickly on one of those points. Is that generally a one-way bringing sponsors from elsewhere into those new markets? Or is there also kind of a reverse dynamic where you’re taking local sponsors and also giving them exposure in North America, Europe that they may not have had previously?
Michael Rapino: Yes. I don’t want to say it’s completely one way, but it’s our global sponsorship partnership team. When you’re sitting with any of these big brands you can imagine and you’re trying to sell a global sponsorship that maybe they’re only doing with the Olympics and F1 because there’s not a lot of global properties, right, the NBA, most sports is regional. So when we can sit in that room, they know we have a big office and in a now market in Brazil, and we can get you to Rio, Sao Paulo and Mexico City and Milan. So the more major markets we can add to our pitch when we’re sitting with that CEO, CMO on a global basis, it helps look at our spot ship business that we can now deliver kind of a global platform and bring bigger sponsors to some maybe local deals they had.
So we’ll always kind of look to replace a local deal with the global deal would be the return we look for. So adding Latin, adding Mexico City out in these markets, big markets for most big brands gives us more markets to sell our global story too.
Operator: And our final question comes from the line of Matthew Harrigan with Benchmark Company. Please proceed with your question.
Matthew Harrigan: Down to some fairly down in the [indiscernible]. You did an acquisition in March, Clockenflap in Hong Kong, a great name, by the way. Is that any sort of real expansion platform, and you did put out a release on it. Obviously, that market has — it’s still early to say the least, but is that a potential growth vector for you? And then, secondly, I guess off Peter’s question earlier, some of the issues with [indiscernible] in November weren’t so much that the pass could get through Verified Fan is that your network basically couldn’t handle the amount of traffic that was generated. Do you feel like you’ve made sufficient upgrades at this point that if you have the same situation and not going to be another immediate areas too, but if there was, do you think you’d be able to scale appropriately so you didn’t have the level of discount to customers? Thank you.
Joe Berchtold: Let me take the second one first. This is Joe. Just to be very specific, what happened was there were two vectors of attack during that on-sale. One was a very large number of bots trying to crash into our verified fan system. That slowed down the fan experience, but that did not crash the system, or it could cause it to stop. At the same time, we had what was in effect the attempted cyber hack that was a brute force cyber-attack that had the fact of a dial service attack, not through our front door of our Verified Fan system, but through a specific surfer that we have. In order to fight off that cyber-attack, we had to stop the on-sale. Within 5 hours, we had figured it out how to fully reinforce the defenses to and in fact, move out the defense line so that stopping the cyber-attack.
