Mark Skonieczny: Yes. So I would say from a lead time perspective, we are quoting lead times at the same level or even within some of our competitors within the space. So we feel very good about the lead times, but it is important. I’ve had a lot of calls and discussions and meetings with our customers. The most important thing that we have on our agenda right now is to increase throughput and get the units to our dealers as well as our customers, and we understand it, especially in the F&E space and from a public providing these vehicles to the public. So from that side, they are stickier. So when you – we’ve talked about this before, these are in the majority of the fire business, we haven’t experienced cancellations in pet because they are sticky when the municipalities get the budget and they go through the budgetary schedule, and that money is earmarked.
And as you can see in our balance sheet, we do get deposits on those units. So that money is allocated to those units. So we feel good about that. And then ambulance, we continue to see strong demand there. And so — and those are sticky as well. So we feel real good about that. We would not have a retraction like we did in recreation, which is more a consumer-based model versus municipality-driven segment, NFE [ph]
Mig Dobre: Understood. And my final question, can you frame maybe where you are in terms of capacity in FNE – if the supply chain finally normalizes to call it, pre-COVID levels, how much more capacity do you have? Can you continue to grow? Or will you be contemplating some sort of capacity additions as you look maybe beyond just your guidance here into ’24 and beyond. Thank you.
Mark Skonieczny: Yes. It’s really to prom and we’ve talked about this before. We do have inherent inefficiencies that we’ve talked about over the last 2 years and the productivity improvements in the cycle that we’ve been on gets us to where we feel comfortable, and it’s really by a business unit by perspective. So you’d have to go individually by those. We have some that are operating efficiency versus some that are in the high 90s. So it’s really — but a lot of our factories run on a single shift, not affecting ship. So we have inherently built in there if we have labor availability that we could actually double our capacity in our current footprint by just adding a second shift. We do supplement with Fridays and over time, a lot of our ships are 4 tons.
So we have the ability even to flex up on a full Friday shift if we needed to. So we’re really working first to improve our production capacity and our cadence before we start thinking about expanding that, but we have that available in our current footprint to more than double where we’re at right now.
Mig Dobre: Okay, very helpful. Thank you.
Operator: Our next question is from the line of Jamie Cook with Credit Suisse. Please proceed with your question
Jamie Cook: Hi, good morning. And congrats, Mark. I guess just longer-term strategic question, just as you’re now officially the new CEO, any observations, thoughts on your 2021 Analyst Day and the financial targets that you laid out. Is that still the right way to think about things? And also the sort of the right portfolio that is in place for the company. And then follow-up, just the $175 million new share authorization, just thoughts on that sort of cadence and maybe perhaps what you see versus what you think the market is missing? Thank you.
