In the security, we definitely want to be in the security business. I don’t see us making security equipment. There is plenty of very well-organized, well-run equipment manufacturers in the security side. I am not – we are not interested in acquiring a security equipment manufacturer, but we are interested in being able to deliver value in that market, maybe through our metal fabrication and some of our capabilities.
Jim Galeese: Access to market.
Jim Clark: Access to market is another one. And then really, we talk about it a lot, but our Adapt group, which is our project management group just allows us to offer more goods and services to our customer base, which increases our value to that customer. So, when we look at something like security, we see it as an extension in the goods and services we offer, but we don’t necessarily have to make it as much as we have to own the design, the integration and the installation and delivery of it. Now, when you go somewhere else, we will talk about – I am just going to use this as an example. It’s not anything that we actively are engaged with or anything. And it doesn’t necessarily reflect anything we are going, but I will just use it as an example, let’s say we were getting into checkout counters or something like that, that would probably be closer to a make equation because – in that segment, we do a lot – we already do a lot of the things that are required for making checkout counters.
We already have a lot of the technology and the capabilities and we source similar materials and things like that. So, that might be more of a, hey, look at this acquisition can get us a start, but we can add a lot of value because of our already strong internal capabilities. So, that’s kind of how we look at it, make versus buy, and it changes depending on what that M&A target might be.
Rick Fearon: That’s great color, Jim. Thanks. And just kind of raised the question in my mind. When you talk about other extensions like checkout counters, I think of security as kind of – there is sort of two benefits, right, with getting into that business is you – certainly your background, your experience, but you are selling presumably a little bit of a higher-margin product, but then you have the recurring revenue stream, which with it – correct me if I am wrong, but might be sort of that recurring communication with customers, leading to other opportunities down the road. But is there a recurring revenue component to checkout counters, or is that – does that sort of fall into the sort of like refrigerant category where you would be obviously able to do some service and stuff like that, but not really a consistent revenue stream.
Jim Clark: Yes. I mean I think that you just did a great kind of connection there. I think the checkout counter is belt-driven or fixed fall more in kind of the refrigerated and non-refrigerated display type of market, right. There might be some service to it, but there is really not any recurring revenue. However, you look at the security market, and our initial view on that is a strong lean towards surveillance. But when you look at intrusion and hold up and things like that, there is a well-established recurring revenue model associated with that. And it’s not – listen, this – there is no way we are going to go from zero to meaningful contribution in the security market in the next six months or something. But on a longer term basis, recurring revenue is something that we want to continue to put a focus on not only for the business and the income stream and the convenience of the customer.
