Mark Skonieczny: Yes, sure. So I think overall, from an overall long term, those are 2023 goals that we set out, and we still feel comfortable in what we provide in 2021 and the strategic imperatives that are driving those margins. We have reached those in recreation this year. So we feel good about the progress there. FNE we look at how we’re going to exit the year and what we’re feeling about there, the momentum and the pricing that we put into the market, we believe, like I talked about earlier in the earlier question, that we’ll get to those long-term goals. So we feel very good about that and the cadence around purchasing and the overall initiatives around continuous improvement. Those are still tenants within the [indiscernible] system.
So as I talked about last earnings call, nothing has really changed from an overall long-term strategic imperative and what we’re driving on a day-to-day basis to deliver on those. So I think those are well intact without the supply chain challenges that we had over the last 18 months, we probably would have been at those rates. So it’s really a delay in achieving those. And when you look at the overall target, we probably put in more price than what we anticipated in the initial targets. So it gives us some – some optimism that those are very achievable targets that we set out. And from a portfolio perspective, like I’ve always said and even in my CFO role, we always assess what business is and will deliver the return that we expect. Right now, we are comfortable with what we have in our portfolio, but we’re always open to looking at other things, either tangentially or within tuck-ins.
But right now, our capital allocation, as we talked about last period is just to drive down debt, pay down the interest, the higher bearing interest that we’re experiencing now and work that way with opportunistic. When you talked about the share repurchase, that was going to expire here in September. So just making sure that we have the flexibility before our next board call and able to do that. And obviously, we believe that there’s a lot of growth potential in our stock price. So we do want to be opportunistic to use that with the free cash flow generation that we’re doing here. So the extent we’re exceeding or seeing where we are from a cash flow, we will be opportunistic on — from a capital market perspective.
Jamie Cook: Okay. Thank you.
Operator: Our next question is come from the line of John Joyner with BMO Capital Markets. Please proceed with your question.
John Joyner: Hi, good morning. Thank you. And I’ll take congratulations to Mark as well. So just maybe piggybacking on Jamie’s question on capital allocation. I know there’s this Class A chassis that’s out there, I mean, would that be at all towards the upper end of any priorities around inorganic additions? Or is there any kind of read through in terms of like how you view that business as it relates to not adding that asset?
Mark Skonieczny: Yes. No amount right now, I think we’re comfortable with the partners we have. So – and we’ve always said that this isn’t going to be an internal. We’re trying to pick the right partners to be our suppliers. So that’s really a strategy we’re continuing to do here from a chassis perspective, we’re not looking at building our own case. We get that a lot of questions we do in our fire business, but that’s one of the things we still have strong relationships with our partners, and we feel comfortable in the space we’re currently in.
