Nick Del Deo: Sorry. Go ahead.
Kate Johnson: No, go ahead. Please ask your question.
Nick Del Deo: Yes. And I was going to say then for Chris, with respect to the growth and optimization spending, I think you said it’s a 2-year journey in terms of spend. I don’t want to ask for 2024 guidance, but if we think about that 2-year journey, should we expect heavier spending upfront with sort of a tapering over time, or should we think of that as being relatively even over the course of 2 years?
Kate Johnson: I will jump in first with respect to measurements for success. Look, there are two key measurements for success that we are holding ourselves accountable to in the North Star plan. The first is the ease of doing business for both employees and customers. And by the way, there is a one-to-one correlation between a great customer experience and a great employee experience, right. Making it easier for both is a win-win. It also materially influenced our design criteria around bringing product and technology together because the customer experience becomes the product that we are selling. The second main measurement which I have discussed is really profitable revenue growth. Now that said, that’s at the highest level.
We have spent considerable time mapping the KPIs and the measurements, both financial and operational, to our mission statement to digitally connect people, data and applications quickly, securely, effortlessly. Those descriptors quickly, securely effortlessly, there are literally hundreds of metrics that we are going to be thinking about as we transform operations, as we intensify go-to-market, as we build all of the engines to execute for this company in a reliable way. And we have done so for our Business segment, for our Mass Market segment and for corporate as well. So, it’s a complex set. We can shine a little bit more light on that at Investor Day, but we are not short on KPIs for sure.
Chris Stansbury: Yes. And as it relates to the spend profile over the next couple of years, I would assume it’s relatively flat from year-to-year. And really, the key thinking behind that, Nick is, there is only so much we can do at once. And I think we are going as fast and as hard as we can. If we could do more now, I would so that we get to the finish line faster. But from an organizational capacity standpoint, particularly given the fact that we are still providing service agreements to the two divestitures last year, we are working on another big one this year, we just got to be careful. So, I would assume that next year, from a CapEx standpoint on those growth initiatives and simplification, it just looks a lot the same as this year.
Nick Del Deo: Okay. Thank you.
Mike McCormack: Thanks Nick. Next question please.
Operator: And our next question is from the line of Eric Luebchow with Wells Fargo. Please go ahead.
Eric Luebchow: Thanks for taking the question and welcome, Kate, to the team. So, a question on the nurture bucket. We have seen that declining around 7% or 8% the last couple of quarters. And maybe you could help us understand how much of that is due to maybe substitution or cannibalization into other buckets like grow? How much of that you think is maybe more legacy in nature that eventually could churn off? And whether there is an opportunity there to maybe turn that trajectory into a better direction if you can price more aggressively like you have done in some of the harvest buckets? Thank you.
Chris Stansbury: Yes. I will take that. So, the harvest bucket declines have been aided, in part, by rerate activity. So, part of what we are doing there is looking at what can we do on cost, what can we do on managing re-rates. That €“ the benefits of kind of shifting more into growth, I would say, really haven’t started yet. That’s got a lot more life in it as we have gotten into 2023. So, I would say that, that’s yet to come. As it relates to nurture, there is really not been much in the way of rerate activity there. I think that’s something we can do. And nurture is probably the harder of the two because if you think about something like VPN, we have a lot of customers that like the VPN they have or they have recently signed VPN contracts because it meets their need today.
It’s really the VPN customers that are more at an end of contract and don’t want to continue with that where we have the opportunity. So, we have got to get a little more clarity around what we think those longer term growth rates can look like. We have an opinion on that. I think it’s a little early to share that, but that’s something we would certainly provide some more color on at the Investor Day.
Eric Luebchow: Thanks Chris.
Mike McCormack: Thanks Eric. Jen, we have got time for just one more question.
Operator: Our final question is from the line of Brett Feldman from Goldman Sachs. Please go ahead.
Brett Feldman: Thanks for squeezing me in and welcome, Kate. If I go back to the deck, can you talk about sort of the updated fiber addressability opportunity, the 8 million to 10 million locations. When that’s complete, that would still represent, I think a little less than half of the locations that are in your landline footprint at this point in time. How are you thinking about managing the portion of the footprint that’s not on the upgrade path? Is there a meaningful amount of revenue and EBITDA coming out of those markets right now? And there is obviously a lot of legacy fixed costs embedded in that area. Is that something you can start taking out now, or is it going to be a little further down the road when you get those savings? Thank you.
