Stephen J. Barnard: And China.
Bryan Giles: And China, yes. So, there could be some benefit there.
Stephen J. Barnard: When you look at some of the positives that came out of this, the shipments to China tripled in one year, they’ve obviously got a lot of people over there and we now have — while we’re building two more ripe centers. So, we’re pretty well-positioned to help that growth market over there. The kids are drinking avocado smoothies like crazy. So, it’s kind of a runaway train in a positive way. And then the EU and the UK, again, we’re in position there and we’re built for the future and we’re just waiting on mother nature to leave us alone.
Ben Bienvenu: Yes. Okay. Fair enough. Understood. On SG&A expense, down quite a bit sequentially and versus what the run rate we’ve seen in the first half of the year, down quite a bit year-over-year. Is this a reasonable baseline expectation in terms of absolute dollars for SG&A? And maybe if you could talk about some of the things that you all are doing there to manage SG&A in a bit more tightly than what we’ve seen over the last couple of years?
Bryan Giles: Ben, probably the — I wouldn’t say that this is necessarily a sustainable level. Part of the reason for the decreases this year, related to incentive-based compensation. Certainly, we haven’t delivered on the performance we expected to, internally, through the first nine months of this year. So, there’s been adjustments made kind of as a management team to our accruals, which we would hope as we go forward isn’t the case. But also in some of our foreign operations, both in Peru and in Mexico, there’s government mandated profit sharing that geared around profitability of those specific operations. And with the big drop off in earnings down in the Farming segment, it resulted in significantly lower profit sharing accruals in our Peru or in our Farming segment as well.
So, that component of SG&A, I think is more isolated to the performance of the current year. I think some of the other things, ERP coming off, after last year where we had big challenges after go live, that’s sustainable. We don’t see that repeating itself. And then some of the other consulting-related professional fees, there might be more opportunity for those to come down as — in all honesty as we move forward.
Ben Bienvenu: Okay. Very good. Thanks so much for taking my questions.
Bryan Giles: Okay. No problem.
Operator: Thank you. Our next question is from Tom Palmer with JPMorgan. Please proceed with your question.
Tom Palmer: Hi, good afternoon. Thanks for the questions.
Stephen J. Barnard: Hi, Tom.
Tom Palmer: Wanted to maybe just start off on the Peru side, and get an idea of what we’re looking at just from a volume split. I think a quarter ago, the discussion was a relatively even balance in terms of sell-through between 3Q and 4Q. Is that still the case or is it a bit more skewed toward the fourth quarter perhaps?
Bryan Giles: Typically, as I mentioned, we’re about 35% in the first half and about 65% in the second, in terms of the profit impact of the sell-through of that fruit to customers, not so much harvest, but sell-through. This year, it’ll probably be not quite as back loaded as what we typically see. I would say we might be based on our full-year projections of where volume is going to land, compared to what we ran during the third quarter, it would probably put us at a split of around 45% in Q3 and 55% in the third quarter, with the potential for some amount to slip over into to Q1 fiscal 2024 as well. But that would be a relatively small amount if it did.
