Jeff Stutz: Yes. I think, Greg, we may have mentioned this at end of year, but just recall that we’ve got — I mean, this kind of builds on your comment about the dealer network that Knoll really didn’t have an extensive international dealer network. And we’re phasing into that MillerKnoll dealer format. And we’ve got about 80 of those dealers of 335 international Herman Miller dealers. 80 of them are transitioned at this point, and we expect another 60 yet this year. So we’re moving forward with that in a pretty disciplined clip, I would say.
Gregory Burns: All right. Great. And then lastly, I appreciate the kind of balanced approach you’re taking to capital allocation. Relative to your leverage, is there a target you’re trying to get to? Are you comfortable at 2.5 times? Are you trying to reduce that any further going forward?
Jeff Stutz: Yes, Greg, Jeff. We’re certainly comfortable with the 2.5 where we are not. We have said from the beginning, we intend to kind of follow a migration path or a glide path that would see that debt level come down over time. Nothing has changed on that front from our perspective. I think longer term, somewhere around two turns of leverage would seem reasonable. But some — that also is highly influenced by the level of demand and earnings power that we see in the business. So I would just simply say we intend to continue to pay debt down as we move forward, but we’re in no way fused with the leverage ratio that we have today.
Gregory Burns: All right. Great. Thank you.
Operator: Your next question comes from the line of c Garner with Benchmark. Your line is open.
Reuben Garner: Andi, good evening. Good evening, everybody.
Andi Owen: Hey, Reuben
Jeff Stutz: Hey, Reuben
Reuben Garner: So Andi, you mentioned an inflection point. I was curious if you could elaborate on that. Is that an inflection in MillerKnoll specifically? Is it — was that a profitability comment? Was that a macro perspective? Anything that you can kind of give on that comment would be helpful.
Andi Owen: Yes. It’s really a macro perspective and also the sentiment that we’re hearing from our customers from CEOs and from research that we’ve done around returning to office, around spending time together, I think that we are seeing a lot more of our clients finding ways to bring people back together, finding ways to utilize their space. I think the world has moved through a cycle of remote to hybrid to flexibility. And I think as John talked about new projects and new demand in the funnel that return and I think CEO sentiment around the return has turned to the majority in favor of being together more often, and that works well for us, and we’re excited about that. That’s what I meant.
Reuben Garner: And so that project funnel that John referenced, what about the willingness and maybe this goes into your inflection point comment? Are you seeing a change in the willingness to kind of pull the trigger on those projects? Or is it still kind of that planning and thinking about the new way of work phase?
Andi Owen: Yes. We’re seeing more confidence in decision-making. The less CEOs and decision-makers waiting to see what everyone else is doing and sort of boldly going into what’s right for their organization, obviously, with some help in guidance from us. And the decision points, I don’t think there is short and John, please add to this, as short as they used to be pre-COVID, but they’ve certainly shortened substantially from where they were six months to a year ago. What would you add, John?
