The first couple of use cases for NAS, it puts us into, I don’t want to say new markets, but new places in the market where we haven’t been able to show up in the past. So we’re pretty excited about our ability to become ubiquitous and friction less.
Nick Del Deo: Okay. And then separately Chris you noted in your prepared remarks that you’re looking to rebrand CenturyLink Fiber to Quantum Fiber later this quarter and you’re ramping up your marketing spend, too. Can you dimension what sort of penetration rates you have in those old CenturyLink fiber markets? Help us understand what sort of uplift you might get over time? And what’s the magnitude of the marketing spend increase you’re planning? How substantial is this?
Chris Stansbury: Yes. So I don’t want to get into specifics around kind of penetration on the CenturyLink brand, but I would tell you, and it’s no secret. CenturyLink does not have the best brand in the marketplace and the quantum experience is just fundamentally different, because of its all-digital nature. So if you think about that, there’s a – we think there’s a sizable opportunity there beyond just the efficiency of trying to carry two brands. It’s one technology stack. It’s one consumer experience. It works well for everyone. As it relates to the marketing, I don’t want to give specific dollars. What I would tell you is, is that to-date, until we really got the build factory scaling. Our marketing was limited to local efforts like door hangers, right? And now as we get the build factory ramping, it gives us the ability in specific markets to scale our marketing as well, and we think that will have a nice benefit on driving subscription growth.
Nick Del Deo: Okay. Thank you.
Mike McCormack: Thanks, Nick. Next question, please.
Operator: Certainly. The next question comes from the line of David Barden with Bank of America Merrill Lynch. Please proceed with your question.
Dave Barden: Hi, guys. Thanks so much for taking the questions. I guess the first one, Chris, I mean, I know you’re expecting this question. If you can talk a little bit about what this group of Level 3 bondholders is asking for from you guys. I think we understand on our side of the fence that, there’s been a letter sent to you guys, you guys said that we’re getting ready for the quarter, we can’t comment. So, if now that the quarter is over, you have a comment, it will be super helpful for us to hear that. And then I guess, second, more of a business question maybe for Kate. Kate, you at the Analyst Day, talked about this a-third, a-third, a-third people buying in, people not buying in, people in the middle, having to be on over, specifically with respect to the sales force, could you talk a little bit about where we are in terms of, a scale zero to 10 full strength with the sales force that you think needs to be in place to execute on your plan to get enterprise services and others moving in the right direction?
Thanks.
Kate Johnson: Sure. I’ll go first, and then I’ll turn it over to Chris because the second question about Salesforce is kind of a little bit easier. We’re seeing exactly what we expected to see. When you institute new comp lands, new sales platforms and processes, deeper level of inspection, it’s not for everybody. And as we go out to the marketplace and get tech talent that we have relationships with, that help us with those adjacent markets and the stories and narratives and value propositions that we need to be fluent in. That’s the exchange that we’re making. In terms of our evolution, gosh, it’s still early innings, right? I mean, we’ve just had the strategy in place for a couple of months. We’ve done a really, really good job hiring in sales with – I think the number that I saw earlier today was 295 net new or sorry, new salespeople that’s not net.
