Harold Carpenter: Yes. When we have entered into a couple of swap transactions for about — well, there’s actually four of them that we’ve entered into for about $2 billion in coverage on the loan book at somewhere around, call it, (ph). So, we do have that. I think the biggest thing we’ve got is, first of all, we’ve mentioned we’ve got an increase in indexed accounts, so those will come down. But the other thing we’ve got is a relationship-based business where we think we’ve been pretty strong — pretty good at being fair with clients. And so, what happened last time in a rate-down environment is we were also pretty fair on the way down. So that takes a lot of communication with clients, but that’s — we’ve been doing that now for all of 2022. And if we get into a rate-down environment, we fully anticipate our relationship manager will begin to pull those deposit prices down quickly.
Terry Turner: Matt, I might add to Harold’s comments. There is a lot of energy in the company on loan floors. And if you know, going into this cycle, we had a lot of protection from the loan floors that we were able to successfully negotiate with our relationship. So that’s also .
Matt Olney: Yes. Okay. Good points. And I guess, shifting over towards the loan growth, the mid-teens guidance, just trying to get better idea of assumptions behind this. I know the bank always does kind of a bottoms-up analysis for each of its producers. Any other commentary you can share with us about the process for 2023, especially in light of the slide in the deck you guys put out there on 2023 where you include that the optimism index of commercial executives is at very low levels? Thanks.
Terry Turner: Yes. If I understand the question, Matt, you’re trying to get at what’s our assumption on how we grow in the face of declining economy? Is that — am I getting?
Matt Olney: Yeah, that’s it, Terry. I guess — I know, you did do the bottoms-up analysis with each producer, but I’m trying to appreciate if there were any more adjustments at the end of that than you typically do each year with your preliminary guidance?
Terry Turner: Well, I guess if I — and given what you’re looking for, we went through the same process this year that we always do, which is both the top-down and the bottoms-up deal. So, again, we — if you would expect, I think, we go through every relationship manager where they are, what their expected production is, their targets, as you would guess, add up to meaningfully more than what our target at the top of the house is. And so many of those targets are large because of the hiring ladder that we have where we’ve hired so many people over the last three years, so many people over the last two years, so many people over the last one year, that still owe us the bulk of their book movement and so forth. So, there is a level of detail that will be done to the relationship manager and those expectations would exceed what we believe will do or what we’re communicating will do at the top of the house.
Matt Olney: Okay. That’s helpful. Thank you, Terry.
Terry Turner: Yes.
Operator: Thank you. And the next question is coming from Catherine Mealor from KBW. Catherine, your line is live.
