Devin Murphy: Yes. I was just going to add to that, Paulina. I mean, Paulina, as we look at ’23, I mean, the reason that we are giving the guidance we’re giving and your perspective on it, as we look at ’23, 98% of ’23 is baked, if we assume historical renewal rates. So the factor that — we are thinking about is renewal rates. And given what we’re seeing and the continued strength of demand, we’re very comfortable making the assumptions that we’re making, given how — what a high percentage of ’23 is already in place. And that’s the reason why we’re confident that we can hit these metrics.
John Caulfield: And one additional piece that I would add that gives us confidence is that when you look at the diversification of our portfolio, both in terms of geography and we do not have exposure to those large big box retailers that are experiencing that disruption and so that gives us confidence because we have a granularity and just broad diversity of neighbor type and neighbor brand that gives us comfort so that it’s more consistent.
Paulina Rojas: Thank you. Very good color. And then I have another question regarding your redevelopment activity impact. So you talked about the contribution in the long term. I think you said 75 to 100 and something of positive contribution. How should we think about the cadence of that contribution? Is it — because I would assume really that could trend down over time after you saw the low handing fruit opportunities that you have in your portfolio? And because I would assume part of this is bringing your center’s 20 standard and doing some pad developments, and there seems to be a limit to that. So if you could provide more color around how you’re thinking about that contribution for next year, for this year, and over time, it would be great.
Jeffrey Edison: Well, I’ll take a crack at that and Dev can jump in. I mean the way I think about it, Paulina, is that these are opportunities that we create at the center basis. So there are places where we can continue to find these opportunities to buy adjacent land, to develop parking lots in partnership with some of the grocers to be able to create some more density in specific locations. And but these are small deals. And therefore, they happen in a very bite-sized basis. So they’re — if you look at the — our plan of $50 million to $60 million a year of this product, Again, most of this — I mean there’s nothing that we’re going to get done this year that’s going to create revenue if it’s not already in the book. So we are looking out on a longer-term basis on this, but I will tell you, we continue to push and find these opportunities.
And I will give also credit to our acquisition program because in the acquisition program, we’re oftentimes buying into opportunities where we can find additional value through specific ground-up development. So that’s how we’re looking at it. But we believe it’s a very sustainable business, and we wish we could do more of it, but it takes a lot of time and it takes a lot — it happens in small increments, which we love from a risk standpoint, but from a — it’d be a lot easier if we were doing it on one or two big developments, which is not what we’re doing. So Dev, did you have any additions to that?
