Andrew LaFrence: Yes. It’s a really good question, Thor. A combination of things that really drove it. One is just an increase of revenue covering our fixed cost structure was helpful. As we did note in earlier calls, we have been really hyper-focused on costs and also customer relationships and making sure that, we are sending those costs back to customers when we’ve had supply costs. I think it’s a combination of us getting in front of some historical cost curves. But as importantly, understanding the leverage of the business, especially a couple of years out here from some consolidation of our plants. It really just was everybody was operating well. We had a minor mix improvement as well in the fourth quarter, but the team, John Lindeen’s team just operated very, very well and executed.
Unidentified Analyst: And do you think that’s sustainable? I mean, you’ve been doing a path here, but is that continuous?
Andrew LaFrence: Jay had a very important concept here is that, since he’s been here, there’s been continuous improvement in terms of the stability of the balance sheet and the performance metrics. One of the things that’s really become important for us is our ability to manage this business. We will continue to look for opportunities to expand the margin. We are — as you well know, also the other side of the curve here, where we are starting to see some limited cases of deflation and some of our costs, but we’ll keep in front of those, make sure we manage our customer relationships so that, we can eventually continue to drive more volume through the facilities, which is really the key to drive those margins up.
Unidentified Analyst: Maybe just one last question. I was surprised Jay you talked about improved sales. I’ve not heard you talking a lot about sales as much, but you’re seeing some improved sales and it looks like your backlog is improving. A lot of other operators are seeing challenges brewing off inventory. You’re seeing perhaps inflection point here?
Jay Miller: Yes. I mean, we’ve seen that too by the way and Andy touched on that. I think we both touched on that in the remarks. I mean, we’ve seen our backlog kind of normalize. Candidly, we expected our backlog would have, when I say normalized, gotten back to a more regular level. It obviously took off and went up quite a bit during COVID, and as we were experiencing global supply chain crisis. But actually, we’ve seen a little less of that, I’ll use quotes, normalization than we expected. Look, I think we have proven that we can execute better than most of our competitors. We have challenges. We face challenges every day, but we manage those challenges pretty darn well. And it is our expectation that we’re going to close more business, not only from existing customers, but also from a number of new customers, which we have been reasonably successful at doing.
I’m very proud of the business development team. I’m very proud as I mentioned in the comments that, we transitioned so gracefully from Curt Steichen to Cory Hancock that went even better than I could have imagined and that team is doing a great job right now. Of course, we expect more out of them moving forward.
Unidentified Analyst: Thank you so much. Congratulations.
Jay Miller: Yes. Thank you, Thor.
Operator: [Operator Instructions] It looks like we have no further questions in queue. I’d like to turn the floor back to Jay Miller for any closing remarks.
Jay Miller: Thank you, John, and thanks to everyone for joining us today. We look forward to talking to you in May, when we will report our first quarter 2024 results. Again, thank you and goodbye.
Operator: This concludes today’s conference. You may disconnect your lines at this time. Thank you for your participation.
