David Kanen: Okay. Thank you for that update. Because my — here is my view, and not that I have a crystal ball, but I think there’s a high likelihood that interest rates are going to have to be lowered during 2024, possibly, my opinion is in the first quarter of 2024, and at that point, we’ll see mortgage rates come down and there’s a high correlation of to housing as it relates to furniture, which should put us in a position where we start to see the business growing again organically. I would like to see a lot more stores by the end of 2024, so that we could start doing EUR90 million, EUR100 million a quarter, generating significant profitability given your leaner structure and higher gross margin profile. So I just wanted to reiterate to you guys that I’m hoping that you don’t take your foot off the gas pedal in expanding some of these great markets in North America.
Antonio Achille: Sorry, David’s interrupted, but also in the light of this, you should be right, what I mentioned before in time organization because we want really to have a heavy weight in terms of competence as there is a lot of wait, maybe wait Jason, really to focus entirely on business development, not be bothered and have a peace of mind from running more of the operation because really we intend to spend our network. And again, I don’t want to second extrapolate, but you know there’s some — there’s a lot of big changes, unfortunately, not always for the good in the landscape in U.S. and some brands in company, which in our view were also interesting company are at the risk of exiting the market. I’m mentioning Mitchell Gold that is filing for Chapter 11.
So we are looking at all the possible way to on an individual store base to accelerate our growth. So absolutely, they were aligned. We need also to make sure that this happen in a self-financing manner. And disposal of our strategic assets is clearly the way we are trying to do accelerate our self-financing capability.
David Kanen: Okay. So the next question for Jason, which you alluded to in your prepared remarks, are the organic growth initiatives at our DOS stores. Jason, could you drill down into some of the opportunities you think exist to drive meaningful same-store sales at your current small fleet of North American stores?
Jason Camp: Sure. So first of all, I’d say when we study the last six months of written orders in [indiscernible] 2019, are those like — those 13 like-for-like stores are running around 44% above 2019. So there’s been a lot of work to build a much more solid base from, let’s say, pre-pandemic times. Second, as we look towards the future, I think there’s really two significant opportunities here. One is for the team and I to build a talent base in those stores that can fully capitalize on any incremental trade and design project business. Our average order even compared to last year is up in the neighborhood of 20% year-over-year. And so we’re fully committed to building a team that can engage in more design project work, more complete rooms, more multiple rooms whether that’s with our clients directly or through trade partners.
And then to complement our efforts, I think, we have an opportunity with our — with the headquarters partner team to really study our assortment and add items inside the living space room and outside living spaces to build the size of our average ticket to sell more things to a similar number of customers or a growing amount of customers. And so that’s really the strategic path that we’re focused on.
David Kanen: Okay. Thank you. I’ll return back to queue, so other people can post questions. Thank you.
